Office Communication Toolkit: Tip #7
Confronting poor performers: 6 scripts for managers
No manager enjoys having “the talk” with employees. But ignoring an employee’s poor performance won’t make the problem go away; it will only make things worse.
If you’re apt to take the head-in-the-sand approach to employees’ job failings, you’re not alone: Only 31% of U.S. workers agree with the statement “My manager confronts poor performance,” according to a KEYGroup survey.
And companies that tolerate poor performance will drive away top performers who are unhappy working in such an environment.
The solution: Approach workers about their performance problems in a fair, problem-solving manner. When you confront such people in a tactful way, you’ll find that one of two things happens: They improve or they move.
Find the six rules of engagement for confronting poor performers in Office Communication Toolkit.
Office Communication Toolkit: Tip #8
Helping employees accept change in the workplace: It's all about the 4 C's
To start, you must first understand why people are so quick to resist change. By knowing this, you can make intelligent decisions about how to introduce changes.
Change equals loss. One main reason for the negativity: When things change, you lose something. You may gain something as well, but a loss is usually involved.
Change management requires acceptance planning
To get people to accept change, the first step is to understand what, from their perspective, they feel they’re losing. If you can empathize with their feelings—and possibly compensate for the loss—you’ve taken a giant first step toward acceptance.
Here are four more factors—the four C’s—to promoting acceptance of change:
1. Caring. Listening and responding to people’s reactions is just as important as explaining the reasons for change.
2. Control. People want input into how change will be implemented. But never ask for input unless you plan to consider it.
3. Choice. Employees feel better if they are given options as part of the change process. The more choices they have, the more they feel in control.
4. Competence. Workers are happier about change if they feel they have the skills and abilities to succeed after the change. The faster you can help someone move through the learning curve, the faster they will accept the change.
Office Communication Toolkit: Tip #9
15 questions to ask employees in their first 60 days
Recruiting, hiring and training new employees can eat up a manager’s time. The last thing a manager wants to do is restart the process all over again because that new hire just stood up and walked out the door after three months.
Make it a point to meet with new hires within the first 60 days. Your goal: Discover their likes/dislikes about the job and environment, see if the job meets their expectations and nip potential problems in the bud.
View these one-on-one chats as a continuation of new-employee orientation and a way to gain fresh insight into your department and the organization. Start the meeting by reminding new employees that you’re glad they’re part of the organization, and that you value their input and observations.
Access the revealing 15 questions to ask new hires in Office Communication Toolkit.
Office Communication Toolkit: Tip #10
Becoming a better boss: 13 steps to success
Managers aren’t only responsible for an organization’s fiscal assets; they’re also responsible for its human assets.
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