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Added for You - You Are Responsible To Employees, Not For Them
How does one decide one's career? How does one decide and take a decision that may shape the life excellently or doom it forever? It is not as if nobody has the right or opportunity to choose their own vocations. Circumstances decide the way things will go. But it is true that many people when asked, will say that they would prefer a different job or career of their own taste and liking.Most people now have a formal education before they step in the real
· Disciplining an employee in front of their peers
· Interrupting them while they are sharing an idea or solution to a problem
· Being late for a meeting with an employee
· Not copying them in correspondence or emails that impact their position
· Ignoring their suggestions
· Not listening to them
It is impossible to know every employee’s needs and desires from moment to moment. But you can learn to see every employee as special and unique in their own way. This takes time, willingness, letting go of prejudices and judgments, and learning to see each and every employee as a valuable contributor to the organization’s suc
Web site design can become expensive work. Before your company starts out on the World-Wide-Web, be sure such costs are necessary. Your business can have a professional looking web site by simply ordering a banner ad design from a professional web designer. Nowadays, there are many graphic designers that are specializing in banner ad design. A banner ad design will certainly lead to more business for your company and more sales of your product.Banner ads
The mistake of being responsible for people is like having sympathy for them. You feel that if they fail, you have failed. Sympathy keeps people dependant. Being responsible to people requires empathy: You understand what they are going through, but it is their stuff, not yours. You are there to help them, support them, and give them the tools and training they need to be effective. But if they fail to perform, it is clearly their choice. Now, if you haven’t done your part, then you should feel responsible for them.
How can managers be responsible for their employees rather than to them?
1.Make no excuses for poor employee performance.
2.Apply empathy when employees have personal issues that may get in the way of their
effectiveness.
3.Permit no negative attitudes from top performers.
4.Permit no employees to break the rules that others must follow.
5.Play no favorites with certain likeable employees.
Personal responsibility is an absolute requirement if people are to succeed and contribute their share to the overall success of your department or organization. Tolerating less than the acceptable standards from certain employees, for whatever reason, sends a message to other employees that the rules and expectations vary, depending on who you are, your age, gender, race, experience, personal challenges, tenure, performance, or relationship with the manager.
Everything you do as a manager sends subtle signals to everyone. Be vigilant to ensure that the signals you are sending are uniform and consistent. Sure, there may be situations when exceptions can and should be made, due to personal issues or challenges. Just be careful that these don’t set precedents that you are unwilling to apply organization-wide.
Do you treat all employees the same yet differently?
This topic, at first glance, might seem to contradict the previous one we just discussed. But if you will carefully observe, you will see some very subtle differences.
Every employee has special needs and desires that are uniquely theirs. They have dreams and hopes and the desire to feel valuable. Some may express them openly, while others may keep them hidden in the safety zone of their own minds. Or they may communicate them to their peers rather than to the higher-ups. But each employee is uniquely individual.
Treating employees without regard for these personal needs sends a clear message that they are not special, but just another employee, a cog in the machine. If you want the labor of a person’s heart and not just their hands or mind, it is critical that you treat people with respect. This would seem to be a simple task, but you would be amazed at how frequently managers show disrespect for their employees in subtle as well as blatant ways. For example:
· Disciplining an employee in front of their peers
· Interrupting them while they are sharing an idea or solution to a problem
· Being late for a meeting with an employee
· Not copying them in correspondence or emails that impact their position
· Ignoring their suggestions
· Not listening to them
It is impossible to know every employee’s needs and desires from moment to moment. But you can learn to see every employee as special and unique in their own way. This takes time, willingness, letting go of prejudices and judgments, and learning to see each and every employee as a valuable contributor to the organization’s suc
In any office there are multitudes of tasks to accomplish in one day. If your desk is anything like mine, there are piles of papers with mental labels of ‘urgent’, ‘a bit less urgent’, and ‘for when I’ve got a spare moment’. These are the standard, everyday things. Then there are the demands that rise throughout the day, threatening to assign all your current piles to the ‘put off for yet another day’ heap with a resigned sigh.Life is full of demands, and
1.Make no excuses for poor employee performance.
2.Apply empathy when employees have personal issues that may get in the way of their
effectiveness.
3.Permit no negative attitudes from top performers.
4.Permit no employees to break the rules that others must follow.
5.Play no favorites with certain likeable employees.
Personal responsibility is an absolute requirement if people are to succeed and contribute their share to the overall success of your department or organization. Tolerating less than the acceptable standards from certain employees, for whatever reason, sends a message to other employees that the rules and expectations vary, depending on who you are, your age, gender, race, experience, personal challenges, tenure, performance, or relationship with the manager.
Everything you do as a manager sends subtle signals to everyone. Be vigilant to ensure that the signals you are sending are uniform and consistent. Sure, there may be situations when exceptions can and should be made, due to personal issues or challenges. Just be careful that these don’t set precedents that you are unwilling to apply organization-wide.
Do you treat all employees the same yet differently?
This topic, at first glance, might seem to contradict the previous one we just discussed. But if you will carefully observe, you will see some very subtle differences.
Every employee has special needs and desires that are uniquely theirs. They have dreams and hopes and the desire to feel valuable. Some may express them openly, while others may keep them hidden in the safety zone of their own minds. Or they may communicate them to their peers rather than to the higher-ups. But each employee is uniquely individual.
Treating employees without regard for these personal needs sends a clear message that they are not special, but just another employee, a cog in the machine. If you want the labor of a person’s heart and not just their hands or mind, it is critical that you treat people with respect. This would seem to be a simple task, but you would be amazed at how frequently managers show disrespect for their employees in subtle as well as blatant ways. For example:
· Disciplining an employee in front of their peers
· Interrupting them while they are sharing an idea or solution to a problem
· Being late for a meeting with an employee
· Not copying them in correspondence or emails that impact their position
· Ignoring their suggestions
· Not listening to them
It is impossible to know every employee’s needs and desires from moment to moment. But you can learn to see every employee as special and unique in their own way. This takes time, willingness, letting go of prejudices and judgments, and learning to see each and every employee as a valuable contributor to the organization’s suc
Your marketing breakthrough is just around the corner. You can jump start your product launch with the amazing Feeling Formula. You've heard it said - sell the sizzle not the steak. Here's a great take on the sizzle.As you get started on the conceptualizing , advertsing, promotion and distribution, of your product take time out to apply the Feeling Formula.The first step calls for you to take off your traditional marketer's "hat" and think about
Everything you do as a manager sends subtle signals to everyone. Be vigilant to ensure that the signals you are sending are uniform and consistent. Sure, there may be situations when exceptions can and should be made, due to personal issues or challenges. Just be careful that these don’t set precedents that you are unwilling to apply organization-wide.
Do you treat all employees the same yet differently?
This topic, at first glance, might seem to contradict the previous one we just discussed. But if you will carefully observe, you will see some very subtle differences.
Every employee has special needs and desires that are uniquely theirs. They have dreams and hopes and the desire to feel valuable. Some may express them openly, while others may keep them hidden in the safety zone of their own minds. Or they may communicate them to their peers rather than to the higher-ups. But each employee is uniquely individual.
Treating employees without regard for these personal needs sends a clear message that they are not special, but just another employee, a cog in the machine. If you want the labor of a person’s heart and not just their hands or mind, it is critical that you treat people with respect. This would seem to be a simple task, but you would be amazed at how frequently managers show disrespect for their employees in subtle as well as blatant ways. For example:
· Disciplining an employee in front of their peers
· Interrupting them while they are sharing an idea or solution to a problem
· Being late for a meeting with an employee
· Not copying them in correspondence or emails that impact their position
· Ignoring their suggestions
· Not listening to them
It is impossible to know every employee’s needs and desires from moment to moment. But you can learn to see every employee as special and unique in their own way. This takes time, willingness, letting go of prejudices and judgments, and learning to see each and every employee as a valuable contributor to the organization’s suc
At a recent industry meeting, one of the speakers focused on Human Resource Issues. One area of particular interest to everyone there had to do with Hiring. Virtually everyone in attendance had made a bad hiring decision at one time or another and fully knew the high cost of a bad hire. The speaker advised that it had been his experience that most executives spend too little time preparing for interviews with perspective employees. He went on to say that most exe
Treating employees without regard for these personal needs sends a clear message that they are not special, but just another employee, a cog in the machine. If you want the labor of a person’s heart and not just their hands or mind, it is critical that you treat people with respect. This would seem to be a simple task, but you would be amazed at how frequently managers show disrespect for their employees in subtle as well as blatant ways. For example:
· Disciplining an employee in front of their peers
· Interrupting them while they are sharing an idea or solution to a problem
· Being late for a meeting with an employee
· Not copying them in correspondence or emails that impact their position
· Ignoring their suggestions
· Not listening to them
It is impossible to know every employee’s needs and desires from moment to moment. But you can learn to see every employee as special and unique in their own way. This takes time, willingness, letting go of prejudices and judgments, and learning to see each and every employee as a valuable contributor to the organization’s suc
They teach you Your Resume building, Interview techniques, Brainstorming techniques, and may be many things. Right; they are experts in their respective fields.Still there are things they don't teach youIt is brainstorming, a couple of days ahead of your actual interview, I am talking about. I have never come across anyone using this simple but effective technique which hardens your confidence level but without telling you so.It is simple. Le
· Disciplining an employee in front of their peers
· Interrupting them while they are sharing an idea or solution to a problem
· Being late for a meeting with an employee
· Not copying them in correspondence or emails that impact their position
· Ignoring their suggestions
· Not listening to them
It is impossible to know every employee’s needs and desires from moment to moment. But you can learn to see every employee as special and unique in their own way. This takes time, willingness, letting go of prejudices and judgments, and learning to see each and every employee as a valuable contributor to the organization’s success, well-being, and future growth – and to invest in them accordingly.
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