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Stop Sabotaging Employee Performance

Many managers and executives sabotage they will be right more than they are
employee performance systematically and wrong,regardless of what you hear or are
regularly.Why would they consciously or told.Ego.Would you rather be happy or
unconsciously sabotage organization right? Uncontrolled egos have destroyed
success with this destructive management more enterprises than any other single
style? Change can be either a curse or a ingredient. It takes a certain amount of
blessing. Most people fear, dislike and ego to be successful when running a
resist any change that they perceive business, regardless of its size, but too
threatens their security, future success much will earn people's wrath, contempt
or well being.Regardless of the best and scorn. None of these make for a
corporate intentions or agendas healthy corporate environment. I
surrounding any change in policy, recommend the following:a) does your
procedure, re-organization or expansion, need for power, fame, control ever get in
employees from the boardroom to the the way of sound practical business
lunchroom tend to think the worst when decisions?
change appears on the scene. Regardless b) are you more concerned with getting
of its purpose, need or anticipated vs. giving credit?
outcome change is often a saboteur of c) are you more interested in being
individual performance and organization right than the health or success of a
productivity and profits.In order to project, activity or your organization as
maintain and or increase market share, a whole?
competitive posture, or long term d) do you spend more time talking or
financial stability, while keeping listening?
customer satisfaction high and turnover e) do you tend to over power,
to a minimum, it is essential that the intimidate or manipulate people toward
perceptions, attitudes, values and your opinion, answer or method?Management
expectations of your human resources be style.It is easy to determine; if your
taken seriously into account. In my overall management style is positive or
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
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 performance or increased stress and
2. Ignorance employee turnover. There are six
3. Poor or no coaching questions to ask yourself:a) is your
4. Poor hiring practices organization a fun place to work?
5. Isolation b) do people look forward to coming to
6. Clouded perceptions 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 your organization or do many of your
and training employees have their resumes on the
10. Negative motivational climate street?
11. Poorly communicated corporate e) do people trust and respect each
direction and goals other or is mistrust rampant?
12. Not in touch with reality f) do your people take ownership of
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
the general attitude that the give you a reasonably accurate assessment
organization is invincible regardless of as to whether you need to modify your
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 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
deeper. It is being out of touch with on in your organization? Are all your
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
organization. It includes but is not affect them? Is there excessive
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
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
shifts or trends, a lack of awareness of corporate culture defined by, "you better
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
of keeping employees, customers and 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 that need it.
Perceptions. This is being unwilling to b) bypass your direct reports, and talk
see past the visible and the evident to with support staff to test the integrity
the underlying causes, symptoms or of the messages that are getting through
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
rather than delegate power, authority and mixed messages that are penetrating the
responsibility beyond your office door or organization.
trusted inner circle. It is having an d) correct destructive rumors that may
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 of all communication.
and suppliers.Communication patterns. g) listen for the emotion and feeling
This is the manner in which information 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
department, inside the organization to resource development.The investment you
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.




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