| |
| |
|
Management Information |
|
|
|
Performance Management - By Assuming Nothing
Unhappy as Jenny undoubtedly was, she held on very tightly to her job. After all, she had worked her way up over the years to the supervisory role she was in - and she wasn't going to let go. Yet it was clear that she was unhappy, under pressure and unsure of what she could do to make things better. For her business and more so, for herself. For me, she was letting me down in a number of ways and my inability to resolve her performance had, for a while, been my Achilles heel in the view of my boss too. To start the process of resolving this, we had spoken formally, several times, over previous months until she finally came to see me, as we reviewed her unsatisfactory performance yet again. It was just after Christmas and she hadn't been able to deliver what our retail business desperately needed, at that vital time. During the discussion, we reached a point where I had to tell her that she hadn't been performing adequately and I had several pieces of evidence to share with her. I asked her how best we could find a way to resolve this, which would suit her and give her a dignified way to step down. Otherwise, we would have to go through a period of maintained pressure and ongoing stress for her. Jenny confided in me that she had decided the time had come to step down herself, as her brother had recently had a heart attack through the challenges he had experienced in his workplace. Jenny took the brave decision to step down and I encouraged her to write the notice-board announcement. We agreed a reducing salary package over a period of time which would soften the blow and she took on a lesser role, which she loved and brought great value to. Jenny told me later that the way we had been able to resolve the matter had 'saved her life'. I thanked her for her attitude throughout the period and knew, inside, that dealing with the Jenny 'issue', had been a big learning for me and my own career. Sometimes assumptions lead us to think that what we need to do, which may seem really painful, are inherently 'bad' for all. Yet in truth, a difficult situation is not just about ourselves - sometimes, embracing the issue can truly help others as well. Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, http://www.coaching-businesses-to-success.com
(Note to editors. This article may be edited for use in your publication or newsletter as long as a live link to the website is included)
MORE RESOURCES:
Google News |
|
|
|
RELATED ARTICLES
Why You Should Hold One More Meeting If you are completely happy with where you and your business currently are then you can stop here. If growth and change aren't something you have any interest in, there is no need for you to read any further. Performance Management Made Easy Performance Management is a process that both employer and employee often fear!Why is this so!There is much misinformation about the performance management process and performance appraisals in management circles today. We often think that best practice demands that we must performance appraise 'no matter what'. The Fairness of Office Politics... Integrity and Political Motivation! I hear many complaints daily about the "unfairness" of politics in corporate America. Employees say that their managers "lie" or issue "personal attacks" against them. Improving Patient Sensitivity in Doctors and Hospital Staff COMPANY/ORGANIZATIONA South Florida hospital. The CEO of the hospital saw the need to provide exceptional customer service to differentiate itself from the competition and avoid being acquired. Focus Leads To Nonprofit Success: Is Your Organization Rowing or Drifting Picture yourself standing on the bank of a river watching a rowing competition. Carefully watch the crews. Management Team Section of Business Plans Writing an award winning business plan is a great skill, but rather than winning any awards you need to get funded. In order to be funded the bank, venture capital firm or even family members need to be sure they will either be paid back or receive their required return on investment. The Crisis of Modernity Since the beginning of the industrial era our world has been facing what some historians call an ongoing "crisis of modernity". As fast as we adjust to new circumstances, the circumstances change again, and, the rate of change seems to be multiplying exponentially. Behavioral Extensions and Its Implications at Workplaces The study of Behavioral extension involves investigating the source of an actual demonstrated behavioral action. According to Behavioral Extension belief, no action can be seen as a disconnected expression. Why People Resist Us There's a one-word reason most ideas never see the light of day: Resistance.Resistance is often behind the glassy-eyed stares you get following a presentation, the sarcastic put-downs you have to put up with when you describe your vision for a new product or service, and other people's abrupt departure from the water cooler when you approach, enthusiastic and ready to share an idea. Profound Knowledge We all are on a quest for knowledge. Whether its information that will make our lives easier or just small packets of data that in a trivial way allows us to sort out "why things are the way they are on this planet. Is A Bad Attitude Permanent Today there is great weight put on a person's attitude. It is as if this is something for which they are individually responsible and should be held to account for. Five Principles of Effective Communication The problem with communication is the illusion that it has occurred. George Bernard ShawI'm sure this has happened to you: a colleague has just done the exact opposite of what you wanted him to do. Lets Make Training More Interesting! Many HR managers believe that by sending their workers to participate in external training programs, they have fulfilled their responsibilities. This is not the best situation. Management & Leadership - Doing it right in the 21st Century The Old Way - Command and ControlAlthough workplaces and management styles have come a long way in the last decade, the command and control style of management remains common practice in many companies. This management approach basically means that employees are told exactly what to do, when to do it and even how it should be done. Employee Discipline: How to Nip Problems in the Bud Are you uncomfortable with delivering disciplinary action, even involving employees you know deserve it? You're not alone. Disciplinary action is one of the least favored tasks a supervisor must occasionally perform. When Change Is In the Wind...Heads Up! In these days of takeovers and mergers, of downsizings and lean management, chances are that you are going to be caught in a job upheaval at least once in your career. Probably more than once!Change in the wind may come like an invigorating breeze on a hot humid night. Crisis Management Tips The term crisis management has different connotations. In this article, I will try to provide pointers that can be used in most situations:Is It A Crisis In The First Place?:This question is important to ask, as there are many situations that go wrong because the right person to handle it is not around. Get It Done! Soft Skills not Hard Tools are Required If your organization has people, then interpersonal skills are needed.I work with companies that are on a path they call the lean journey. Problem-Solving Success Tip: Whatever You Do, Do It on Purpose Decision-making shows up throughout the problem-solving process. The decisions may be difficult or unpopular, so it's very tempting to ignore some of them. 25 Great Ways to Find the Right People and Not Break the Bank Are you trying to hire dozens of hourly workers or a senior executive? Where do you look and how do you get the word out? There are many ways to find the right people besides placing want ads.Here are 30 innovative and inexpensive ways to expand the pool of potential applicants.
|
| home | site map |
| © 2006 |
