Honest appreciation is something we all desire, and something we are unlikely to forget. Praise for our efforts motivates and re-energizes our enthusiasm for our work. That is why employee recognition is so valuable in the workplace. Many companies take the time to recognize the efforts of employees on every level to boost morale and encourage camaraderie. In a time when few companies can afford high priced incentives, many employers are looking for ideas for employee recognitions.
Here are some fun ideas for employee recognition:
1. Creative and personal certificates of recognition
2. Hand written thank you notes
3. Mention employees in company newsletter
4. Support flexible hours when possible
5. Recognize those going above and beyond the call of duty by managers voting on Employee of the Month
6. Give Employee of the Month special recognition, certificate, and gift
7. Remember birthdays
8. Encourage those continuing their education
9. Day off for special recognition
10. Serve a "hero" sandwich to the employee going the extra mile on a project
11. Do random drawing for specific prizes
12. Randomly hide small gifts at workstations to be found during the day
13. Allow employee of the month to join you in your job to experience and learn more about the company
14. Recognize from the bottom up and eventually recognize everyone for something
15. Spring for professional business photos
16. Have lunch or breakfast together
17. Use company logo on cups, pens, jackets and more to use as recognition
18. Wash every employee's car
19. Provide one on one coaching
20. Spend time finding out a specific employee's desired career track
21. Give additional leadership roles
22. Write fun and interesting thank you notes on dry erase boards for staff
23. Set up a special coffee bar
24. Encourage others to praise their workmates
25. Set up a $20 tip of the day and draw the name of a winner
Every Company Should Incorporate Recognition
One of the pitfalls of many employee recognition programs is that it can cause bitterness between employees. However, by implementing a company-wide campaign that employs a wide range of ideas for employee recognition, every employee feels valued. When employers make it relevant, honest, and thoughtfully specific, it can encourage greater levels of cooperation, communication, and better job performance.
Tuesday, June 1, 2010
Pre-Employment Screening
Pre-employment screening is a process of background investigation. Its purpose is to make an inquiry into the background of an individual with regards to civil, criminal, medical history, employment records, and credit score.
Sometimes the educational background is included, particularly, if it is an employment screening background check. Often, such background screening is requested by employers for applicants aspiring for high position, like in a school, government, financial institution, and airport.
The civil background checks include any civil cases filed by the job applicant or against the job applicant. The third-party agency doing the pre-employment screening may make telephone calls to various trial courts and inquire whether the job candidate has ever filed a lawsuit against his former employers.
In the United States, many individuals make a living by suing other people, including companies. Hence, companies may do well to be selective on their prospective employees. The Criminal Background check is quite general. It is also among the most serious categories in employment screening background check.
The purpose of criminal background check is to ensure that the company and all incumbent employees are safe from any physical and emotional harm. Calling the criminal courts or visiting them will prove helpful.
To grant access to someone's criminal records, the agency conducting the pre-employment screening may need information such as the complete name, birth date and social security number of the job applicant.
Included in the check is information on arrests, incarceration, conviction, imprisonment, sex offense, and litigation incidences. Besides this, the employer may also look into the legal working status of the job candidates. To this category includes the citizenship and immigration information, if applicable.
The driving and vehicle records are equally important, specifically, if the job applicant is applying for the position of a company driver or if the company belongs to the transportation industry. In most cases, clean driving records have higher chances of getting hired.
The Drug tests may also be a requirement in doing a pre-employment screening. Its purpose is to measure the performance of an employee or the potential of job candidates, about corporate ethics, and sometimes, to keep the worker's compensation premiums low.
The substances that are commonly looked into are methamphetamine, alcohol, amphetamines, MDMA, barbiturates, cannabis, cocaine, heroin, morphine and codeine. The methods used can be urine, hair follicle and saliva of the job applicant.
At times, even the credit history is included in the employment screening. This is especially true if the applicant is seeking for a position that handles or involves finances, such as accountant, compensation and benefits personnel, and finance manager.
The information provided by the credit bureau determines the credit worthiness of the person. It also tells a lot about his capacity in handling his finances. The company may consider thoroughly whether a poor credit score still makes a person the ideal candidate for a particular position.
Pre-employment screening can also check on the medical, mental and physiological history of a potential employee, although, it is rarely done by most employers. The information contained on this report is highly sensitive and confidential; hence, it cannot be pursued without written consent from the person.
Pre-employment screening on educational background, relevant work experience and home address history of an applicant verifies the accuracy of information indicated on his or her resume.
Sometimes the educational background is included, particularly, if it is an employment screening background check. Often, such background screening is requested by employers for applicants aspiring for high position, like in a school, government, financial institution, and airport.
The civil background checks include any civil cases filed by the job applicant or against the job applicant. The third-party agency doing the pre-employment screening may make telephone calls to various trial courts and inquire whether the job candidate has ever filed a lawsuit against his former employers.
In the United States, many individuals make a living by suing other people, including companies. Hence, companies may do well to be selective on their prospective employees. The Criminal Background check is quite general. It is also among the most serious categories in employment screening background check.
The purpose of criminal background check is to ensure that the company and all incumbent employees are safe from any physical and emotional harm. Calling the criminal courts or visiting them will prove helpful.
To grant access to someone's criminal records, the agency conducting the pre-employment screening may need information such as the complete name, birth date and social security number of the job applicant.
Included in the check is information on arrests, incarceration, conviction, imprisonment, sex offense, and litigation incidences. Besides this, the employer may also look into the legal working status of the job candidates. To this category includes the citizenship and immigration information, if applicable.
The driving and vehicle records are equally important, specifically, if the job applicant is applying for the position of a company driver or if the company belongs to the transportation industry. In most cases, clean driving records have higher chances of getting hired.
The Drug tests may also be a requirement in doing a pre-employment screening. Its purpose is to measure the performance of an employee or the potential of job candidates, about corporate ethics, and sometimes, to keep the worker's compensation premiums low.
The substances that are commonly looked into are methamphetamine, alcohol, amphetamines, MDMA, barbiturates, cannabis, cocaine, heroin, morphine and codeine. The methods used can be urine, hair follicle and saliva of the job applicant.
At times, even the credit history is included in the employment screening. This is especially true if the applicant is seeking for a position that handles or involves finances, such as accountant, compensation and benefits personnel, and finance manager.
The information provided by the credit bureau determines the credit worthiness of the person. It also tells a lot about his capacity in handling his finances. The company may consider thoroughly whether a poor credit score still makes a person the ideal candidate for a particular position.
Pre-employment screening can also check on the medical, mental and physiological history of a potential employee, although, it is rarely done by most employers. The information contained on this report is highly sensitive and confidential; hence, it cannot be pursued without written consent from the person.
Pre-employment screening on educational background, relevant work experience and home address history of an applicant verifies the accuracy of information indicated on his or her resume.
Do You Need Help
What is an LLC and why should you form an LLC? Which incorporation services company would provide you security and satisfaction?
If you decided to run a business, then it will do you good to look at the advantages that LLC has. LLC or Limited Liability Company is a combination of partnership and corporation. It involves the characteristics, methods and processes found in both of these organizational structures.
As much as it worth it, investing your money in a business would require you exert a massive amount of effort and courage. There are always risks in the commercial world. Aside from the stiff competition, the never ending fluctuations and financial crisis may also increase the risk. Now, where does forming an LLC or incorporation of services enter here?
As mentioned, LLC is also partly a corporation. In that case, it will also be a legal entity that is separate and different from its owner. The limited liability in LLC is a very important reason why you should form your company with it. In the LLC, if it fails your personal assets can not be attached and liquidated. This is because, the persona properties of members do not form part of the organization's assets.
Like corporations too, it involves other businessmen who are called members rather than stockholders. What's very interesting about it is the LLC does not have limitation on the number of members. It can accept members as long, as they can comply with the bylaws. Moreover, LLC can offer a more flexible taxation rate.
Incorporating services of your business to an LLC would also require fewer formalities. This is one of the advantages of Limited Liability Company versus partnership and corporation. Nevertheless, the simplicity of its formation doesn't mean that LLC is less effective than the other two.
Nowadays, more and more businessmen start a LLC. They are found and scattered all over the internet and the world. Organizations such as My New Company, First Capital Advisors and Grays LLC offer incorporation services. They provide incorporation advice to many clients before and after the incorporation. They may also offer them alternatives and choices.
Starting an LLC could either simple or complicated; it actually depends on your understanding of it. However, there are some guidelines that have been posted in the internet. They are purposely disclosed by government agencies to aid anyone who intends to register LLC incorporation. They believe that by letting the people know what to do, what to bring and where to go is more practical for everybody.
There are also forums and other resources that could help in creating an LLC. People love to share experiences, ideas and information on the net. Some of them are helpful, while others are not.
Moreover, you may also hire the services of a registered LLC agent or an incorporation services company. An agent is usually expert and knows everything about his job. Hiring his services, though would cost you money, but his services would surely save you from making filing mistakes
If you decided to run a business, then it will do you good to look at the advantages that LLC has. LLC or Limited Liability Company is a combination of partnership and corporation. It involves the characteristics, methods and processes found in both of these organizational structures.
As much as it worth it, investing your money in a business would require you exert a massive amount of effort and courage. There are always risks in the commercial world. Aside from the stiff competition, the never ending fluctuations and financial crisis may also increase the risk. Now, where does forming an LLC or incorporation of services enter here?
As mentioned, LLC is also partly a corporation. In that case, it will also be a legal entity that is separate and different from its owner. The limited liability in LLC is a very important reason why you should form your company with it. In the LLC, if it fails your personal assets can not be attached and liquidated. This is because, the persona properties of members do not form part of the organization's assets.
Like corporations too, it involves other businessmen who are called members rather than stockholders. What's very interesting about it is the LLC does not have limitation on the number of members. It can accept members as long, as they can comply with the bylaws. Moreover, LLC can offer a more flexible taxation rate.
Incorporating services of your business to an LLC would also require fewer formalities. This is one of the advantages of Limited Liability Company versus partnership and corporation. Nevertheless, the simplicity of its formation doesn't mean that LLC is less effective than the other two.
Nowadays, more and more businessmen start a LLC. They are found and scattered all over the internet and the world. Organizations such as My New Company, First Capital Advisors and Grays LLC offer incorporation services. They provide incorporation advice to many clients before and after the incorporation. They may also offer them alternatives and choices.
Starting an LLC could either simple or complicated; it actually depends on your understanding of it. However, there are some guidelines that have been posted in the internet. They are purposely disclosed by government agencies to aid anyone who intends to register LLC incorporation. They believe that by letting the people know what to do, what to bring and where to go is more practical for everybody.
There are also forums and other resources that could help in creating an LLC. People love to share experiences, ideas and information on the net. Some of them are helpful, while others are not.
Moreover, you may also hire the services of a registered LLC agent or an incorporation services company. An agent is usually expert and knows everything about his job. Hiring his services, though would cost you money, but his services would surely save you from making filing mistakes
Saturday, April 3, 2010
Business Systems - Not Just For Big Business
When I mention business systems to you, what comes to mind? Do you think of an IBM mainframe computer sitting in a big room in the middle of your building? Do you think of expensive, highly specialized software? That’s what many small business owners imagine. And they think it’s not for them. If that’s what you think, you’re only half right.
Half right because expensive, highly specialized software is probably not for you. Half wrong because good business systems most definitely are. A business system isn’t hardware or software. It’s the way that you do any part of your business. It’s how you do things. You are using systems all the time, you just may not be using them efficiently.
I regularly urge business owners to get everything they know about their business out of their head and onto paper. I’m urging you now to do the same with your systems. Start writing out how you do things in your business. At a minimum, write out how you treat your customers or clients, how your paperwork for each sale flows, how your production systems work, how you market to clients, and how you do your bookkeeping.
Do this in detail. For each area, make a very detailed description of every step in the process. Include what you do and why you do it. Include the subtle parts that make your company uniquely you. Include the parts that you are proud of. Include the tricks that make it efficient. Include what you tried that didn’t work and explain why. Each system should become a very rich, highly detailed system. Why so much detail?
Because this is the beginning of being able to consistently deliver results. And the beginning of being able to consistently deliver results even when you aren’t around. Documented (written) systems make delegating much more manageable. Delegating is one of the keys to success in growing your business while still having a life.
Maybe you don’t want a bigger business. Maybe you want to keep yours small. Still, wouldn’t it be nice to be able to go on a long vacation and turn the keys over to someone else to run and make money for you while you are gone? Without systems, that wouldn’t be remotely possible. With systems almost anything is. Now, does that sound like something that should only be for big business? I think not.
Half right because expensive, highly specialized software is probably not for you. Half wrong because good business systems most definitely are. A business system isn’t hardware or software. It’s the way that you do any part of your business. It’s how you do things. You are using systems all the time, you just may not be using them efficiently.
I regularly urge business owners to get everything they know about their business out of their head and onto paper. I’m urging you now to do the same with your systems. Start writing out how you do things in your business. At a minimum, write out how you treat your customers or clients, how your paperwork for each sale flows, how your production systems work, how you market to clients, and how you do your bookkeeping.
Do this in detail. For each area, make a very detailed description of every step in the process. Include what you do and why you do it. Include the subtle parts that make your company uniquely you. Include the parts that you are proud of. Include the tricks that make it efficient. Include what you tried that didn’t work and explain why. Each system should become a very rich, highly detailed system. Why so much detail?
Because this is the beginning of being able to consistently deliver results. And the beginning of being able to consistently deliver results even when you aren’t around. Documented (written) systems make delegating much more manageable. Delegating is one of the keys to success in growing your business while still having a life.
Maybe you don’t want a bigger business. Maybe you want to keep yours small. Still, wouldn’t it be nice to be able to go on a long vacation and turn the keys over to someone else to run and make money for you while you are gone? Without systems, that wouldn’t be remotely possible. With systems almost anything is. Now, does that sound like something that should only be for big business? I think not.
Ten Sure Fire Ways to Fail as a Manager
In an effort to be less than constructive as a manager, here are ten sure-fire ways to alienate and demotivate your team on your change journey. Hit-or-miss approaches don’t go far enough; this is your chance to use the best methods of corporate torture and humiliation developed by dictators, steamrollers and other “tough guy” bosses.
1. Never give in to selling any change when you can exercise your power by demanding it. Demands keep staff in their place--down there somewhere. Tact and frequent communication does to authority what sugar does to teeth. You wouldn’t want to rot your teeth; you wouldn’t want to spoil your team. After all, if any of your people had any ideas worth listening to, one of them would be the boss.
2. Develop a varied arsenal of “looks” to master the subtle put-down. A well-placed sigh and a “that was dumb” stare can work wonders in silencing your people. Add the verbal clinchers: “Are you kidding?” or “Do you really think I’d do that ” Try well-placed sarcasm: “Yeah, I knew I’d have this problem when they made me put you in this position ” When they react, just say, “Can’t you take a joke without overreacting like most women do?”
3. When providing performance feedback, don’t let them find their own solution when you can reinforce your position of authority by telling them what they “obviously should have done ” Take them to the stone tablets enshrined on your office wall to show them the error of their ways. Be ready to use the Harvard Business Review, your MBA notes, or Dilbert cartoons to identify how defective they really are.
4. Never deal with issues when you can attack the person. When they criticize your ideas, question their attitude and commitment to the team. When they miss a deadline, question their ability to handle responsibility. If they persist in making their point, keep them in their place by saying, “If I wanted your opinion, I’d give it to you ”
5. Keep harping on the phrase, “More with Less” to explain your downsizing, reorganizations and cost-containment initiatives. Busy people are happy people whether they want to admit it or not. Don’t let your need to hold the line on wages to impress stockholders stop you from taking the wage increases and bonuses you deserve for leading your team through such perilous times.
6. Never give information or strategic direction until you have to. Once you do, never change your position. Now, if their ideas are really better, just wait a few weeks, make some slight adjustments, and then claim them as your own. They will squawk in the restrooms and lounges, but they will know what it is to respect authority.
7. When things go wrong, you know who to sacrifice. When you’re given a bunch of turkeys, how do they expect a leader to get them to fly? Never tarnish your reputation as a change agent when you have inexperienced, marginal team members to blame. If by chance your team does succeed on its own, take the credit. After all, with effective leadership even turkeys can fly in unison for 50 feet.
8. Build your own corporate torture chamber adapted to the needs of your trouble-making staff. Know how to schedule hours to produce maximum aggravation. Keep the pressure on by making them work with team members they hate and projects they have no skills to draw on. When they are in the “dog house,” let them know it is not supposed to be fun.
9. Never give recognition; it sets the stage for complacency. After all, they are lucky they have a job. If you thank them, all they do is ask for more money. In this century of never-ending change, there is no place for a “good guy” on your corporate juggernaut
10. Bark is only as good as a bite. Fear is a great motivator. Don’t waste your time with petty, lengthy documentation with your tough employees; make a scene by threatening their job on-the-spot. Sure, you’ll lose a few, and don’t worry about lawsuits. If you abuse them privately, there will be no witnesses and it’s your word against theirs.
With these helpful hints, as a boss bent on failure, you can be sure to arrive there. You’ll know if it is working. On the surface, people will appear to work. You will get compliance when you are in sight. You may find they work slow, make many errors, and have no concern for quality or customer service, but at least you know you will get the minimum. You will be butchered at the drinking fountains and in the lounges, but don’t let petty gossip get in your way. You will feel lonely, but that goes with creating the illusion of power. They will have a going away party when you leave. Unfortunately, you will not be invited to the party. By the way, the Surgeon General warns that using these hints may be hazardous to your management career and a disaster to the team and organization you serve.
1. Never give in to selling any change when you can exercise your power by demanding it. Demands keep staff in their place--down there somewhere. Tact and frequent communication does to authority what sugar does to teeth. You wouldn’t want to rot your teeth; you wouldn’t want to spoil your team. After all, if any of your people had any ideas worth listening to, one of them would be the boss.
2. Develop a varied arsenal of “looks” to master the subtle put-down. A well-placed sigh and a “that was dumb” stare can work wonders in silencing your people. Add the verbal clinchers: “Are you kidding?” or “Do you really think I’d do that ” Try well-placed sarcasm: “Yeah, I knew I’d have this problem when they made me put you in this position ” When they react, just say, “Can’t you take a joke without overreacting like most women do?”
3. When providing performance feedback, don’t let them find their own solution when you can reinforce your position of authority by telling them what they “obviously should have done ” Take them to the stone tablets enshrined on your office wall to show them the error of their ways. Be ready to use the Harvard Business Review, your MBA notes, or Dilbert cartoons to identify how defective they really are.
4. Never deal with issues when you can attack the person. When they criticize your ideas, question their attitude and commitment to the team. When they miss a deadline, question their ability to handle responsibility. If they persist in making their point, keep them in their place by saying, “If I wanted your opinion, I’d give it to you ”
5. Keep harping on the phrase, “More with Less” to explain your downsizing, reorganizations and cost-containment initiatives. Busy people are happy people whether they want to admit it or not. Don’t let your need to hold the line on wages to impress stockholders stop you from taking the wage increases and bonuses you deserve for leading your team through such perilous times.
6. Never give information or strategic direction until you have to. Once you do, never change your position. Now, if their ideas are really better, just wait a few weeks, make some slight adjustments, and then claim them as your own. They will squawk in the restrooms and lounges, but they will know what it is to respect authority.
7. When things go wrong, you know who to sacrifice. When you’re given a bunch of turkeys, how do they expect a leader to get them to fly? Never tarnish your reputation as a change agent when you have inexperienced, marginal team members to blame. If by chance your team does succeed on its own, take the credit. After all, with effective leadership even turkeys can fly in unison for 50 feet.
8. Build your own corporate torture chamber adapted to the needs of your trouble-making staff. Know how to schedule hours to produce maximum aggravation. Keep the pressure on by making them work with team members they hate and projects they have no skills to draw on. When they are in the “dog house,” let them know it is not supposed to be fun.
9. Never give recognition; it sets the stage for complacency. After all, they are lucky they have a job. If you thank them, all they do is ask for more money. In this century of never-ending change, there is no place for a “good guy” on your corporate juggernaut
10. Bark is only as good as a bite. Fear is a great motivator. Don’t waste your time with petty, lengthy documentation with your tough employees; make a scene by threatening their job on-the-spot. Sure, you’ll lose a few, and don’t worry about lawsuits. If you abuse them privately, there will be no witnesses and it’s your word against theirs.
With these helpful hints, as a boss bent on failure, you can be sure to arrive there. You’ll know if it is working. On the surface, people will appear to work. You will get compliance when you are in sight. You may find they work slow, make many errors, and have no concern for quality or customer service, but at least you know you will get the minimum. You will be butchered at the drinking fountains and in the lounges, but don’t let petty gossip get in your way. You will feel lonely, but that goes with creating the illusion of power. They will have a going away party when you leave. Unfortunately, you will not be invited to the party. By the way, the Surgeon General warns that using these hints may be hazardous to your management career and a disaster to the team and organization you serve.
The Interim Management Lifestyle
Interim management isn’t the career for you if you don’t like challenge and change. But for those of us who love both, it brings a rich variety of enhancing and intensive experiences: exposure to different industries, products and processes, and a variety of organisational structures, and cultural styles and the opportunity to establish an outstanding “track record for delivery”, added to which interim managers love not having to go through rounds of appraisals only to be told that: “unfortunately budgets for salary increases are limited”.
Show Me The Money
In fact, performance can probably never be more directly linked to pay. Interim managers can raise their fees for the next assignment as much as they like - providing the market thinks theyre worth it. Enough said you might think, but operating through a limited company also reduces tax costs if more remuneration is taken through shareholder dividends. And don’t forget that the cost of IT, office furniture, consumables, some utilities, vehicle running costs, and indeed VAT, can be borne by the business.
No Such Thing As Job Security Even in a “Permanent” Role
Whilst even the best executive interim managers can be hit hard by an economic downturn, arguably theres no such thing as a permanent” line management role any more. Anyway, even in downturns can’t interim managers just drop their fees to become more saleable? Well the truth is, it doesn’t always work that way. Nevertheless, many interims feel more (not less) secure, in the knowledge that their career has more longevity than the corporate alternative.
Interim Management Lifestyle – More Choice
It’s true that an interim management lifestyle means greater choice: flexibility between part-time or full-time work, working at home or on site, the frequency and duration of holidays. It also means that because of the objectivity that comes with not being a permanent employee, during assignments organisational politics are less of a grind.
Interim management also means that a great career doesnt have to come at the expense of unsettling the family by relocating every three years or so. But it sometimes means working away from home perhaps for four or five nights over a long period, which isn’t easy for young families. And don’t forget to start pulling your weight around the home and talking to your spouse over dinner after spending nine months on your own in a hotel
Yes executive interim managers have more flexibility to spend quality time and extended holidays with the family between assignments, but realistically it isn’t always spent on a beach somewhere. Between interim management assignments the role morphs into “Sales Director” and interims become relentless networkers. So if you’re not good at self-promotion or not keen to become good at it fast – give it some thought. And then there’s the tedious administration: paying bills, filling in VAT returns.
Show Me The Money
In fact, performance can probably never be more directly linked to pay. Interim managers can raise their fees for the next assignment as much as they like - providing the market thinks theyre worth it. Enough said you might think, but operating through a limited company also reduces tax costs if more remuneration is taken through shareholder dividends. And don’t forget that the cost of IT, office furniture, consumables, some utilities, vehicle running costs, and indeed VAT, can be borne by the business.
No Such Thing As Job Security Even in a “Permanent” Role
Whilst even the best executive interim managers can be hit hard by an economic downturn, arguably theres no such thing as a permanent” line management role any more. Anyway, even in downturns can’t interim managers just drop their fees to become more saleable? Well the truth is, it doesn’t always work that way. Nevertheless, many interims feel more (not less) secure, in the knowledge that their career has more longevity than the corporate alternative.
Interim Management Lifestyle – More Choice
It’s true that an interim management lifestyle means greater choice: flexibility between part-time or full-time work, working at home or on site, the frequency and duration of holidays. It also means that because of the objectivity that comes with not being a permanent employee, during assignments organisational politics are less of a grind.
Interim management also means that a great career doesnt have to come at the expense of unsettling the family by relocating every three years or so. But it sometimes means working away from home perhaps for four or five nights over a long period, which isn’t easy for young families. And don’t forget to start pulling your weight around the home and talking to your spouse over dinner after spending nine months on your own in a hotel
Yes executive interim managers have more flexibility to spend quality time and extended holidays with the family between assignments, but realistically it isn’t always spent on a beach somewhere. Between interim management assignments the role morphs into “Sales Director” and interims become relentless networkers. So if you’re not good at self-promotion or not keen to become good at it fast – give it some thought. And then there’s the tedious administration: paying bills, filling in VAT returns.
Dealing with Your Difficult People
For leaders managing constant change, conflict is built into the very fabric of their organizations. When conflict is not dealt with well, it can create strained relationships and grow to sap the time, energy, and productivity of even the best teams. Dealt with positively, conflict can also be a catalyst that sets the stage for needed changes. You will never deal with conflict perfectly, but here are a few tips worth using in dealing with your most difficult people:
1. Talk to people instead of about them. Dealing with conflict directly may be uncomfortable and lead to some disappointment, but it cuts down the mindreading and the resentment that can occur when problems are not dealt with directly. Timing, tact, and taking distance will always have their place, but make sure you still keep conflict eyeball to eyeball.
2. We are taught from childhood to avoid conflict and often vacillate between the pain of dealing with unresolved problems and the guilt over not dealing with them. Such vacillation saps energy and time; it can affect morale and turnover. Be a problem solver not a problem evader. Problem solvers avoid avoidance; they learn to deal with conflict as soon as it even begins to get in the way.
3. Develop a communication style that focuses on future problem solving rather than getting stuck in proving a conviction for past mistakes. You want change, not just an admission of guilt. Winners of arguments never always win, because consistent losers never forget. You want results, not enemies seeking revenge. By focusing on future problem solving, both can save face.
4. Problem solvers deal with issues, not personalities. It’s all too easy to abuse the other party instead of dealing with issues. Be assertive but affirm the rights of others to have different positions, values and priorities. When you personalize disagreements and attack back, you invite escalation. Keep the focus on mutual problem solving not name-calling.
5. Honor, surface and use resistance. Attempts at threatening, silencing or otherwise avoiding criticism of change will only force resistance underground and increase the sabotaging of even necessary changes. Explored resistance helps build clarity of focus and action. Push for specific suggestions. If criticism is extensive and continues even after facing it, it may not be resistance—know when to admit that you are wrong
6. Redefine caring to include caring enough to confront on a timely and consistent basis. Avoid labels that give you or others excuses for not confronting a problem—They are too sensitive or too nice, scene makers or people who have contacts, too old or too young, or the wrong race or gender. If you believe people cannot change or benefit from feedback, you will tend not to confront them. Instead, treat all equally by caring enough to be firm, fair, and consistent.
7. Avoid forming “enemy” relationships. The subtle art of influence is often lost in the heat of organizational battle. When interaction becomes strained or bias exists, the negative interaction coupled with the distance that often results invites selective scanning and projection. We see what we want to see to keep our enemies “the enemy.” If a relationship is limited to polite indifference and significant negative interaction, expect polarization and an “enemy” relationship. In such relationships everyone loses. Take seriously the words of Confucius, “Before you embark on a journey of revenge, dig two graves.” Even your most difficult people usually have some people they work well with. Make one of those people you. Don’t look for the worst; learn to look for the best in even difficult people.
8. Invest time building positive bridges to your difficult people. Abraham Lincoln reportedly said, “I dont like that man. I must get to know him better.” Dont be insincere; look for ways to be sincere. It takes a history of positive contact to build trust. Try building a four-to-one positive to negative contact history. Give specific recognition and ask for assistance in the areas you respect their opinions. Work together on a common cause and search for areas of common ground. By being a positive bridge builder, you build a reputation all will see and come to respect even if a few difficult people never respond.
Finally, don’t forget to spend some time looking in a mirror. Ron Zemke put it well when he said, “If you find that everywhere you go youre always surrounded by jerks and youre constantly being forced to strike back at them or correct their behavior, guess what? Youre a jerk.” Influencing others starts by making sure that you’re not being difficult yourself.
1. Talk to people instead of about them. Dealing with conflict directly may be uncomfortable and lead to some disappointment, but it cuts down the mindreading and the resentment that can occur when problems are not dealt with directly. Timing, tact, and taking distance will always have their place, but make sure you still keep conflict eyeball to eyeball.
2. We are taught from childhood to avoid conflict and often vacillate between the pain of dealing with unresolved problems and the guilt over not dealing with them. Such vacillation saps energy and time; it can affect morale and turnover. Be a problem solver not a problem evader. Problem solvers avoid avoidance; they learn to deal with conflict as soon as it even begins to get in the way.
3. Develop a communication style that focuses on future problem solving rather than getting stuck in proving a conviction for past mistakes. You want change, not just an admission of guilt. Winners of arguments never always win, because consistent losers never forget. You want results, not enemies seeking revenge. By focusing on future problem solving, both can save face.
4. Problem solvers deal with issues, not personalities. It’s all too easy to abuse the other party instead of dealing with issues. Be assertive but affirm the rights of others to have different positions, values and priorities. When you personalize disagreements and attack back, you invite escalation. Keep the focus on mutual problem solving not name-calling.
5. Honor, surface and use resistance. Attempts at threatening, silencing or otherwise avoiding criticism of change will only force resistance underground and increase the sabotaging of even necessary changes. Explored resistance helps build clarity of focus and action. Push for specific suggestions. If criticism is extensive and continues even after facing it, it may not be resistance—know when to admit that you are wrong
6. Redefine caring to include caring enough to confront on a timely and consistent basis. Avoid labels that give you or others excuses for not confronting a problem—They are too sensitive or too nice, scene makers or people who have contacts, too old or too young, or the wrong race or gender. If you believe people cannot change or benefit from feedback, you will tend not to confront them. Instead, treat all equally by caring enough to be firm, fair, and consistent.
7. Avoid forming “enemy” relationships. The subtle art of influence is often lost in the heat of organizational battle. When interaction becomes strained or bias exists, the negative interaction coupled with the distance that often results invites selective scanning and projection. We see what we want to see to keep our enemies “the enemy.” If a relationship is limited to polite indifference and significant negative interaction, expect polarization and an “enemy” relationship. In such relationships everyone loses. Take seriously the words of Confucius, “Before you embark on a journey of revenge, dig two graves.” Even your most difficult people usually have some people they work well with. Make one of those people you. Don’t look for the worst; learn to look for the best in even difficult people.
8. Invest time building positive bridges to your difficult people. Abraham Lincoln reportedly said, “I dont like that man. I must get to know him better.” Dont be insincere; look for ways to be sincere. It takes a history of positive contact to build trust. Try building a four-to-one positive to negative contact history. Give specific recognition and ask for assistance in the areas you respect their opinions. Work together on a common cause and search for areas of common ground. By being a positive bridge builder, you build a reputation all will see and come to respect even if a few difficult people never respond.
Finally, don’t forget to spend some time looking in a mirror. Ron Zemke put it well when he said, “If you find that everywhere you go youre always surrounded by jerks and youre constantly being forced to strike back at them or correct their behavior, guess what? Youre a jerk.” Influencing others starts by making sure that you’re not being difficult yourself.
Subscribe to:
Posts (Atom)