Who Is Responsible For “Stuff” Around Here?

Dear Friends,

Sure, leaders are supposed to take the lead and set the example … top management has a big responsibility for practicing what the organization preaches. But that responsibility extends to managers, supervisors, team leaders, and individual contributors as well. Just as civil laws are intended for more than only lawmakers, religious principles apply to more than just religious leaders, and family rules are meant for more than just parents, workplace goals and objectives are relevant for more than just management. They’re everyone’s responsibility.

Lead Well … Lead Right,

 

Walking The Talk Together

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Leadership Tip: “People think they are performing in an acceptable manner.”

How to Deal With Problem # 6
“People think they are performing in an acceptable manner.”

What to do about it: Provide everyone who reports to you with ongoing and timely feedback.

As you do, remember:

1. The goal of feedback is to help employees succeed by reinforcing effective performance and redirecting ineffective performance.

2. Feedback should be based on specific, observable, and verifiable data and information.

3. Feedback should be given as close to the occurrence as possible.

4. Feedback should be a two-way process. Be sure to solicit the employee’s input on why his or her performance is good … or lacking.

5. Feedback should include a discussion of the potential impact of continued good or deficient performance.

6. Feedback should never include threats or promises.

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Today’s Leadership Solution is from:

Solving Performance Problems…A Leader’s Toolkit

Book ImageA Common Sense Guide for Leaders at ALL Levels
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 Also Available in Digital Format:
Common Sense Ideas for Building a Dream Team E-Book

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Leadership Tip: "People think they are performing in an acceptable manner."

How to Deal With Problem # 6
“People think they are performing in an acceptable manner.”

What to do about it: Provide everyone who reports to you with ongoing and timely feedback.

As you do, remember:

1. The goal of feedback is to help employees succeed by reinforcing effective performance and redirecting ineffective performance.

2. Feedback should be based on specific, observable, and verifiable data and information.

3. Feedback should be given as close to the occurrence as possible.

4. Feedback should be a two-way process. Be sure to solicit the employee’s input on why his or her performance is good … or lacking.

5. Feedback should include a discussion of the potential impact of continued good or deficient performance.

6. Feedback should never include threats or promises.

Like Solving Tough Performance Problems on Facebook

Today’s Leadership Solution is from:

Solving Performance Problems…A Leader’s Toolkit

Book ImageA Common Sense Guide for Leaders at ALL Levels
http://gallery.mailchimp.com/8f89bce0be7e1813d8ad34042/images/learn_more_red_ls.jpg

 Also Available in Digital Format:
Common Sense Ideas for Building a Dream Team E-Book

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Not Enough Hours In The Day?

Not Enough Hours In The Day?

Well, here are some tips and techniques from noted author David Cottrell’s book TIME! 105 Ways to Get More Done Every Workday:

# 2     Set your alarm clock 15 minutes ahead. Yes, it’s kind of like playing a practical joke on yourself, but you’ll be surprised how it can help you get going in the morning if you just wake up and pretend it’s 15 minutes later than it actually is. You’ll get out the door faster and into the office sooner – or, if some minor catastrophe occurs that throws potholes in your way, you’ll have some extra time to wrangle with them.

# 61   Focus on what’s important. Take care of the most important item on the agenda first.  If nothing else is accomplished, make sure you accomplish the most important reason for calling the meeting. This is worth repeating: Do not allow time in meetings for solving hundred-dollar problems when you’re spending thousands on the meeting.

# 96    Want to make a positive difference? Ask your peers and subordinates, “What do I do that wastes your time and hinders your performance?” Be prepared for some frank – and surprising – answers. You may learn that some of your efforts are not really helping others be more productive.

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Today’s Leadership Solution comes from:

TIME! 
105 Ways to Get More Done Every Workday

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