The Punitive Approach to Marginal Performers
MANAGING A MARGINAL PERFORMER: Often a marginal performer, even after therapeutic counseling, may not understand that his or her work is seen as substandard. The manager will have to ask the employee directly how the performance could be improved. If the manager still meets with resistance or avoidance, as a last resort he or she will have to give suggestions.
THE PUNITIVE APPROACH: If the unsatisfactory performer refuses to commit to a self-proposed improvement program, or belligerently denies that a problem exists, the manager has only coercion or intimidation left as options. Although the punitive approach seldom works, situations under which it is the sole recourse do exist. Of the remaining three to five percent who are problem employees, only a very small percent fail to respond to the therapeutic counseling sessions. Perhaps one percent of them creates such serious disciplinary problems that they force their supervisor to use this technique. But, curiously enough, if the manager does not deal effectively with those very few people who continually violate the rules, the employee's dissatisfaction and disrespect will very likely spread and infect others.
SEEKING CORRECTIVE ACTION: The following are general guidelines to apply in seeking corrective action through disciplinary procedures. The manager should? 1. Make instructions simple and understandable. 2. Know the rules. 3. Gather all relevant facts. 4. Move in promptly on violations. 5. Take into account the seriousness of an offense as well as any mitigating circumstances. 6. Give the employee an opportunity to explain his or her position 7. Determine what action to take. 8. Avoid any kind of physical control. 9. Observe all contractual procedures. 10. Keep records of actions taken.
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CEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
What Consultants Want You to Know (But You Never Ask)
I've been both a CEO and a consultant, so I've seen from both perspectives what goes right and what goes wrong when a consultant comes in to a company. Generally the CEO or the manager who hires the consultant tells the consultant what he or she wants. Often the manager is frustrated with something that is happening at the company and expects the consultant will have the expertise to "just fix it". While the manager needs to set the expectations, of course, the consultant rarely gets to voice what he or she knows would make the consulting engagement more successful for both.
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Many work environments now are open plan, with only a few senior managers having offices of their own. This style of work can have great benefits for team building ? fostering cooperation and collaboration and can be wonderful for developing the social aspects of teams, but on the flipside, it can drive some people crazy and be damaging to productivity. Most open plan offices require large numbers of people to learn to work together in very close proximity, which can present challenges, particularly relating to how we manage the physical environment, the noise and the constant interruptions. Share some of these strategies with your teammates to help you achieve a working environment where everyone is respectful of the needs and space occupied by others.
6 Ways to Keep Things Simple
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Based on a wild guess by a close associate of mine, there are well over 2,000 restaurants in the Manhattan area and its surrounding boroughs. Although I cannot validate the absolute accuracy of his count, I do trust it is in the ballpark, since he happens to be one of those guys who seem to know everything about everything in life (and more). His dream is to be on Jeopardy; if it ever happens, I already feel sorry for the other two contestants, who will undoubtedly be decimated on national TV. And, oh yes, he also happens to be a food- lover. There is definitely some credibility to his estimate.
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Part One of Creating Well-Defined Processes Series
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The meeting started like a hundred others before. There were five people sitting around the conference table, like they always did, trying to solve a problem that had popped up in the last few weeks. If you could watch and listen from another room you wouldn't find major arguments or conflicts. These people had worked together before and from all outward appearances were pretty effective as a team.
6 Shared Factors of Successful Executives
These factors where determined by interviews with and books from very successful people. Factors which eminently successful people considered essential were collected and classified. They were gathered from talks with big men, from personal letters, from printed interviews, and from books? the end result being ideas of thirty-one of the most successful people of our country.
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When the typical new business operator starts a business, they concentrate on making the business succeed. That is necessary but not the only thing that a business operator should concentrate on. A business depends on cash flow to exist and grow, so business operators would do their business a good turn by looking at sources of cash flow provided by the Government.
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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. Every action is a result of deep set embedded Behavioral sets that are almost unalterable. The unalterable Behavioral set is a result of rooted beliefs and/or prejudices built and integrated into the psyche as a part of growing up. This Psyche ends up dictating the very personality of a person. Most people on their part are not aware of their own personality construct. This awareness if existent is what is known as 'Self Awareness'.
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