| Many managers and executives sabotage
| |
| | they will be right more than they are
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| employee performance systematically and
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| | wrong,regardless of what you hear or are
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| regularly.Why would they consciously or
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| | told.Ego.Would you rather be happy or
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| unconsciously sabotage organization
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| | right? Uncontrolled egos have destroyed
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| success with this destructive management
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| | more enterprises than any other single
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| style? Change can be either a curse or a
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| | ingredient. It takes a certain amount of
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| blessing. Most people fear, dislike and
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| | ego to be successful when running a
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| resist any change that they perceive
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| | business, regardless of its size, but too
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| threatens their security, future success
| |
| | much will earn people's wrath, contempt
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| or well being.Regardless of the best
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| | and scorn. None of these make for a
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| corporate intentions or agendas
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| | healthy corporate environment. I
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| surrounding any change in policy,
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| | recommend the following:a) does your
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| procedure, re-organization or expansion,
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| | need for power, fame, control ever get in
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| employees from the boardroom to the
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| | the way of sound practical business
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| lunchroom tend to think the worst when
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| | decisions?
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| change appears on the scene. Regardless
| |
| | b) are you more concerned with getting
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| of its purpose, need or anticipated
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| | vs. giving credit?
|
| outcome change is often a saboteur of
| |
| | c) are you more interested in being
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| individual performance and organization
| |
| | right than the health or success of a
|
| productivity and profits.In order to
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| | project, activity or your organization as
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| maintain and or increase market share,
| |
| | a whole?
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| competitive posture, or long term
| |
| | d) do you spend more time talking or
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| financial stability, while keeping
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| | listening?
|
| customer satisfaction high and turnover
| |
| | e) do you tend to over power,
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| to a minimum, it is essential that the
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| | intimidate or manipulate people toward
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| perceptions, attitudes, values and
| |
| | your opinion, answer or method?Management
|
| expectations of your human resources be
| |
| | style.It is easy to determine; if your
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| taken seriously into account. In my
| |
| | overall management style is positive or
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| thirty plus years of experience as a
| |
| | negative, if it contributes to increased
|
| trainer, speaker and consultant to a wide
| |
| | or decreased market share, greater or
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| variety and size organizations worldwide
| |
| | lesser profits and increasing or
|
| I have discovered there are twelve key
| |
| | decreasing customer base, if it
|
| issues that sabotage employee performance
| |
| | contributes to improved employee
|
| and productivity.They are,1.Arrogance
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| | performance or increased stress and
|
| 2. Ignorance
| |
| | employee turnover. There are six
|
| 3. Poor or no coaching
| |
| | questions to ask yourself:a) is your
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| 4. Poor hiring practices
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| | organization a fun place to work?
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| 5. Isolation
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| | b) do people look forward to coming to
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| 6. Clouded perceptions
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| | work?
|
| 7. Ego, Management style
| |
| | c) do your people love their work?
|
| 8. Inconsistent communication patterns
| |
| | d) are people waiting in line to join
|
| 9. Inadequate human resource development
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| | your organization or do many of your
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| and training
| |
| | employees have their resumes on the
|
| 10. Negative motivational climate
| |
| | street?
|
| 11. Poorly communicated corporate
| |
| | e) do people trust and respect each
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| direction and goals
| |
| | other or is mistrust rampant?
|
| 12. Not in touch with reality
| |
| | f) do your people take ownership of
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| 13. Inconsistent feedback mechanisms
| |
| | department and corporate outcomes or do
|
| 14. Corporate Culture.Let's look at a
| |
| | they showup, do their job and go
|
| few of these briefly.Arrogance. This is
| |
| | home?Your answers to these questions will
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| the general attitude that the
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| | give you a reasonably accurate assessment
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| organization is invincible regardless of
| |
| | as to whether you need to modify your
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| its abuses of customers, employees, the
| |
| | management style or if you are on the
|
| environment, vendors or
| |
| | right track.Communication patterns.Do
|
| competitors.Ignorance. This is often
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| | your people have to be in the right place
|
| related to arrogance, but it goes even
| |
| | at the right time to know what is going
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| deeper. It is being out of touch with
| |
| | on in your organization? Are all your
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| the realities that exist within the
| |
| | employees kept informed in a timely
|
| organization as well as those outside the
| |
| | manner on key corporate decisions that
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| organization. It includes but is not
| |
| | affect them? Is there excessive
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| limited to: a lack of effective
| |
| | redundancy anywhere in the organization?
|
| understanding and/or use of technology, a
| |
| | Are there mini kingdoms where people have
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| lack of awareness of customer attitudes
| |
| | circled the wagons and edit information
|
| or perceptions, a lack of interest in
| |
| | before it leaves or enters a department?
|
| employee position needs, desires,
| |
| | Do you have excess employee turnover?
|
| concerns or problems, a lack of
| |
| | Are stress levels throughout the
|
| understanding of marketing or consumer
| |
| | organization increasing? Is your
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| shifts or trends, a lack of awareness of
| |
| | corporate culture defined by, "you better
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| competitor activities, objectives or
| |
| | get it in writing?" These are just a few
|
| agendas, and a lack of empathy for
| |
| | of the symptoms of poor communication. I
|
| supplier issues, problems, needs, or
| |
| | recommend the following ideas for your
|
| desires.Isolation. This is the approach
| |
| | consideration:a) remove any layers or
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| of keeping employees, customers and
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| | blocks between employees and/or
|
| suppliers at a safe distance so that your
| |
| | departments that may bepreventing "real
|
| perceptions, opinions, philosophy and /or
| |
| | world" information getting to the people
|
| opinions are not challenged.Clouded
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| | that need it.
|
| Perceptions. This is being unwilling to
| |
| | b) bypass your direct reports, and talk
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| see past the visible and the evident to
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| | with support staff to test the integrity
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| the underlying causes, symptoms or
| |
| | of the messages that are getting through
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| contributors.Ego. This is the desire to
| |
| | to your organization or department.
|
| be right, control, manipulate, hold on to
| |
| | c) ensure that there are no duel or
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| rather than delegate power, authority and
| |
| | mixed messages that are penetrating the
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| responsibility beyond your office door or
| |
| | organization.
|
| trusted inner circle. It is having an
| |
| | d) correct destructive rumors that may
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| open door policy, but a closed mind when
| |
| | be creating incorrect perceptions.
|
| people walk through it.Management Style.
| |
| | e) encourage the upward flow of
|
| This is the style in which management
| |
| | unedited information.
|
| staff interact on a routine basis with
| |
| | f) listen and read between the lines
|
| other managers, support staff, customers
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| | of all communication.
|
| and suppliers.Communication patterns.
| |
| | g) listen for the emotion and feeling
|
| This is the manner in which information
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| | behind conversations.
|
| flows throughout the organization. From
| |
| | h) weigh truth on truth scales and
|
| top down, bottom up, department to
| |
| | sincerity on sincerity scales.Human
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| department, inside the organization to
| |
| | resource development.The investment you
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| outside and how outside-in information is
| |
| | make in your people's skills and
|
| distributed.Human resource development.
| |
| | attitudes will come back again and again
|
| Simply stated, this is the overall
| |
| | to your bottom line. It may not always
|
| philosophy about how much of your
| |
| | be evident directly but it will show up
|
| corporate resources should be invested in
| |
| | in improved loyalty, morale, ability and
|
| the skill development and attitude
| |
| | overall performance. Training is an
|
| management of your people.Lack of clear
| |
| | investment in a secure future not a cost.
|
| communicated direction. One of the
| |
| | There is never a bad time to train and
|
| greatest obstacles to effective employee
| |
| | educate people. Training should be
|
| performance is when your employees
| |
| | on-going and relevant. I recommend the
|
| haven't a clue as to who you are trying
| |
| | following:a) use inside resources for
|
| to become, where you are going and
| |
| | technical and industry training and
|
| why.Poor feedback mechanisms. One of the
| |
| | out-source general skills and attitude
|
| biggest weaknesses of managers today is
| |
| | training.
|
| the ability to give both positive and
| |
| | b) off the shelf training programs have
|
| negative feedback. Negative feedback
| |
| | limited benefit, consider only custom
|
| should not be designed to punish, but
| |
| | designed in-house programs when
|
| modify behavior. Positive feedback is to
| |
| | out-sourcing this activity.
|
| insure that people know and understand
| |
| | c) training must be regularly
|
| the expectations and standards under
| |
| | reinforced. You can not change behavior
|
| which they are to function.Culture.
| |
| | for the long haul with a half day public
|
| Corporate culture is the personality of
| |
| | or in-house seminar or video.
|
| an organization. It is the written and
| |
| | d) prior to developing a training or
|
| unwritten rules and expectations of
| |
| | human resource development program survey
|
| behavior, interaction, and performance.
| |
| | the real needs, issues, problems and
|
| It is the rites and rituals that govern
| |
| | opportunities that are present with the
|
| peoples attitudes and activities. It is
| |
| | group that will participate.
|
| the corporate paradigm that permeates
| |
| | e) have clear focused objectives for
|
| every strategy, action, and
| |
| | any program and develop some form of
|
| decision.Let's go into a little more
| |
| | measurement device no matter how simple
|
| detail on the above items.Arrogance.To
| |
| | or unsophisticated.Lack of clear
|
| succeed in today's competitive
| |
| | communicated direction.Do your people,
|
| ever-changing global environment will
| |
| | all of them, know where you are going,
|
| require:a) a willingness to admit defeat
| |
| | and do they care? One of the biggest
|
| and wrong decisions.
| |
| | obstacles to effective employee
|
| b) humility
| |
| | performance is a lack of awareness as to
|
| c) flexibility
| |
| | the direction or mission of the
|
| d) compromise
| |
| | organization. Your mission is your
|
| e) a willingness to let go of people,
| |
| | general statement of purpose. What you
|
| products, policies or procedures,
| |
| | stand for and believe in. It is your
|
| regardless whosupported them, created
| |
| | corporate identity. There is a right and
|
| them, hired them that are no longer in
| |
| | need to know when it comes to corporate
|
| the best interestsof the organization as
| |
| | information. Not every employee needs to
|
| a whole. There will be a greater
| |
| | understand your financial statement, the
|
| emphasis on what is best forthe health
| |
| | details of future growth plans or
|
| and welfare of the organization rather
| |
| | acquisitions, however, every employee has
|
| than who said it, decided it,or supported
| |
| | a need and right to be privy to your
|
| it.
| |
| | general direction, and how they will fit
|
| f) adapting to change regardless of how
| |
| | into the new picture.I recommend the
|
| uncomfortable or challenging the new
| |
| | following ideas for your consideration:a)
|
| environmentmay seem.Ignorance.The use of
| |
| | if you have not written a corporate
|
| information is power. However, if you
| |
| | mission statement, I encourage you to do
|
| lack current information on market
| |
| | so. When developing it, ensure that it is
|
| trends, competitor strategies and
| |
| | consistent with who your organization
|
| activities, customer attitudes and
| |
| | really is not who or what you believe it
|
| employee perceptions you will be
| |
| | to be.
|
| operating in a vacuum. I recommend the
| |
| | b) once written share it with every
|
| following to ensure you are making the
| |
| | employee to ensure both understanding and
|
| best possible decisions on strategy,
| |
| | acceptance.
|
| finance, marketing, manufacturing and
| |
| | c) put your top three goals in writing
|
| distribution:a) use your field sales
| |
| | and see that every employee gets a copy.
|
| people as an information gathering
| |
| | d) constantly re-evaluate to determine
|
| resource.
| |
| | if your activities, communication, tasks,
|
| b) conduct regular employee surveys to
| |
| | objectives and agendas are consistent
|
| discover department, product/service,
| |
| | with your mission statement.Poor feedback
|
| employeeand procedure strengths,
| |
| | mechanisms.Everyone wants and needs to
|
| weaknesses, and needs. These surveys
| |
| | know if what they are doing is correct
|
| should be conductedconfidentially and
| |
| | and how they are doing it is acceptable.
|
| evaluated by an outside resource.
| |
| | Negative feedback should not be designed
|
| c) conduct regular customer audits to
| |
| | to punish, but modify behavior. Feedback
|
| evaluate perceptions, needs, trends,
| |
| | both positive and negative can
|
| attitudes,problems and produce usage
| |
| | dramatically improve performance and
|
| profiles.
| |
| | results. I recommend the following:a)
|
| d) meet regularly with suppliers to
| |
| | praise in public and private.
|
| determine where the relationship could be
| |
| | b) criticize in private.
|
| improved
| |
| | c) don't ignore negative behavior. It
|
| e) network with other business leaders
| |
| | sends the message that it is acceptable
|
| both in and out of your industry.
| |
| | or tolerable.
|
| f) become a voracious reader of business
| |
| | d) annual reviews are generally a waste
|
| and industry publications that directly
| |
| | of time. Most are conducted poorly.
|
| orindirectly impact on your present or
| |
| | Besides, if you have behavior that needs
|
| future.
| |
| | changing you don't want to wait a year to
|
| g) bypass your direct reports and
| |
| | correct it. I suggest quarterly informal
|
| regularly meet with support personnel to
| |
| | discussions on: expectations, needs,
|
| discoverprejudices, judgments, problems
| |
| | problems and issues either from the
|
| and opportunities that are being missed.
| |
| | perspective of the supervisor or the
|
| h) use your outside resources as
| |
| | employee.
|
| information centers to fill in the gaps
| |
| | e) feedback should be immediate and
|
| where yourprejudices or the prejudices of
| |
| | delivered in a manner to ensure
|
| your employees may be jaded.Isolation.You
| |
| | understanding,acceptance and ownership.
|
| can't run your organization successfully
| |
| | f) ask your employees to give you a
|
| from behind your desk or locked in the
| |
| | review every time you give them one. If
|
| boardroom. The job of management is to
| |
| | you think you are perfect or they don't
|
| manage not hide. If I have heard it once
| |
| | know your weaknesses you are living in
|
| I have heard it hundreds of times. "We
| |
| | fantasyland.Culture.Culture is the
|
| have too many meetings at the upper level
| |
| | personality style of the organization.
|
| of this organization that are generally a
| |
| | It is the unwritten rules, rights and
|
| waste of time." I concede that meetings
| |
| | rituals that act as a filter through
|
| are necessary but evaluation,
| |
| | which every decision, project, task, goal
|
| implementation, execution and directed
| |
| | and activity must pass. Corporate
|
| purposeful action takes place on the
| |
| | culture has its stamp on every person,
|
| street, on the shop floor, in the
| |
| | policy and procedure. There can also be
|
| distribution center not in the meeting
| |
| | department, division and group cultures
|
| room. I recommend the following:a) start
| |
| | within the overall corporate culture.
|
| your day with a "walk-about". get to
| |
| | The impact of culture on the health,
|
| know your people. Be visible
| |
| | success and longevity of an organization
|
| andinterested.
| |
| | can not be denied. I suggest the
|
| b) end your day with another
| |
| | following:a) conduct an employee culture
|
| "walk-about" for the same reason.
| |
| | audit. This can be done either formally
|
| c) be accessible for people when they
| |
| | or informally. It can be written or
|
| need information, decisions, feedback,
| |
| | verbal. It can be confidential or public.
|
| counsel, tovent, share, learn, grow, help
| |
| |
|
| with your insight, experience, knowledge
| |
| | b) see if your culture is consistent
|
| and sense ofhistory.
| |
| | with your mission statements' premises
|
| d) have an open door as well as an open
| |
| | and philosophy.
|
| mind when people get there.
| |
| | c) is your culture changing? If so
|
| e) learn to listen between the lines.
| |
| | how? How fast? In the direction you
|
| f) ask lots of questions.
| |
| | would like?
|
| g) never be too busy to coach an
| |
| | d) remember all culture is top down.
|
| employee who asks for help, advice or
| |
| | It flows down from the senior person in
|
| guidance.Clouded perceptions.Perceptions
| |
| | the group,
|
| become reality. What is believed to be
| |
| | department or organization. You must
|
| true regardless of whether it is true or
| |
| | take full responsibility for it
|
| not is acted upon as if it was true.
| |
| | regardless of its nature or description.
|
| When you make a decision, any decision,
| |
| | e) if you want to change your culture
|
| or form a judgment with less than a clear
| |
| | it will take time, lots of time.Well
|
| vision of what is really true, you are
| |
| | there you have it. Woven in the above
|
| bound to make mistakes. Some mistakes at
| |
| | concepts are the seeds of improved
|
| the top cost organizations very little,
| |
| | employee and organization productivity or
|
| while others have put organizations out
| |
| | the seeds of destruction. I challenge
|
| to pasture. There is only one way to
| |
| | you to reflect on these ideas to
|
| ensure that your perceptions are in line
| |
| | determine in which areas you, one of your
|
| with reality.a) create an organizational
| |
| | executives or managers or the
|
| environment where it is safe to share
| |
| | organization as a whole needs
|
| openly problems, issuesand concerns
| |
| | modification or improvement.Tim Connor,
|
| without the fear of retribution.
| |
| | CSP is an internationally renowned sales,
|
| b) don't edit the information you
| |
| | relationship, management and leadership
|
| receive regardless of the source.
| |
| | speaker, trainer and best selling author.
|
| c) remember disagreement doesn't mean
| |
| | Since 1981 he has given over 3500
|
| disloyalty.
| |
| | presentations in 21 countries on a
|
| d) encourage disagreement.
| |
| | variety of sales, management and
|
| e) don't criticize, punish or
| |
| | relationship topics. He is the best
|
| discipline employees for bringing reality
| |
| | selling author of over 60 books
|
| to you.
| |
| | including; Soft Sell, Your First Year in
|
| f) some of your best employees will be
| |
| | Sales, Peace of Mind and The Male Gift
|
| the most outspoken. They may be difficult
| |
| | Giving Survival Guide. His latest books
|
| tomanage but they are worth their weight
| |
| | just released are; 81 Management
|
| in gold, if you want to survive.
| |
| | Challenges and Above Ground, A Story of
|
| g. pay attention to your "gut" feelings,
| |
| | Life's Gifts To You.
|
