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Digg it UP - The Four Biggest Mistakes a Supervisor Can Make
More than ever, employers want employees who can produce results! Here are five qualities employers seek in such employees.1. Attitude. You hear a lot about folks with “an attitude”. If you’ve got “an attitude”, lose it! Employers want employees with these attitudes:* “Can do” attitude * “I’m willing to risk failing to give it a go” attitude * “I’m willing to apply myself and learn” attitudeSmart employers hire for attitude and train for skill.2. Process Thinkers. Doing your work well used to be good enough. Now employers need workers that both do their work well and think about how they do their work simultan
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofes
You want to love your job, you want to have career satisfaction, but have you ever taken the time to think about what career satisfaction means to you? This article outlines the main reasons why people feel satisfied with their job. So read through each of these 8 areas, and decide if they are being met in your job (or not).Do you need mentally challenging work? Some people like to daydream on the job and not be bothered with mental challenge - they work to pay the bills while their out of work life gives them the satisfaction they need. Glen is a postman and also plays in a couple of folk bands. He can't make enough money to survive through music, h
Over time, I have consolidated these common errors into four major mistakes. See if you or someone in your organization is making these mistakes needlessly by reviewing the following list:
1. GIVING FEEDBACK BASED ON PERSONALITY INSTEAD OF BASED ON DATA, BEHAVIOR OR
RESULTS.
Sometimes called the "halo or horns" effect, this phenomenon is seen when a management member tries to turn everyone on the team into a "mini me". Certain his or her personality type or style is the best, this supervisor offers advice, counseling, feedback and even disciplinary action based on style or personality traits instead of on data, numbers, observed behaviors and other objective criteria.
2. FAILING TO ENSURE SOMEONE'S DIGNITY AT THE BEGINNING, DURING AND AT THE
END OF A ONE-ON-ONE.
The single most important component when giving someone corrective feedback is to ensure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".
3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES
AND THEIR TEAM.
Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager is no longer an individual contributor, and is now responsible for every person' s performance. This is a contradiction in the "real world". No one can control or change another. And yet, in management, you are expected to take responsibility for your team's performance, especially when it is lacking (and frankly, to NOT take credit when the performance is good!). The supervisor must determine what isn't working and why and correct that; and when things are working, he/she must continue these processes while ensuring everyone stays challenged, motivated and recognized. Thank God for stock options!
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofess
Executive business management teams of franchising organizations had to change the way they did things after 9/11. This is because it is very important who owns your franchises and to their partners, investors and associates are. For instance in Dallas there was a franchised outlet owned by folks who were funneling money to Al Qaeda. The match in what the Franchisor thought when they were contacted by the FBI?Unfortunately this situation is not rare, as many people who have come to the United States from other nations by franchises because in their old countries they were self-employed. Some of these people still have ties to people in their former country who ar
2. FAILING TO ENSURE SOMEONE'S DIGNITY AT THE BEGINNING, DURING AND AT THE
END OF A ONE-ON-ONE.
The single most important component when giving someone corrective feedback is to ensure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".
3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES
AND THEIR TEAM.
Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager is no longer an individual contributor, and is now responsible for every person' s performance. This is a contradiction in the "real world". No one can control or change another. And yet, in management, you are expected to take responsibility for your team's performance, especially when it is lacking (and frankly, to NOT take credit when the performance is good!). The supervisor must determine what isn't working and why and correct that; and when things are working, he/she must continue these processes while ensuring everyone stays challenged, motivated and recognized. Thank God for stock options!
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofes
This article is continued from ‘15 Ways To Sell Yourself Effectively In A Job Interview – Part One’.6) Know Your CV (Resume) Inside OutEveryone who has ever applied for a job has written their CV (Resume) more than once. If you’ve written your CV more than once then there’s a danger that you won’t know which version your prospective employer is looking at. You cannot let this happen. The best way of avoiding getting important details of your previous experience wrong at the interview is to bring along another copy of your CV for yourself. You shouldn’t have to think about what you did in previous job roles when being interviewed. Knowing your CV inside out wil
3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES
AND THEIR TEAM.
Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager is no longer an individual contributor, and is now responsible for every person' s performance. This is a contradiction in the "real world". No one can control or change another. And yet, in management, you are expected to take responsibility for your team's performance, especially when it is lacking (and frankly, to NOT take credit when the performance is good!). The supervisor must determine what isn't working and why and correct that; and when things are working, he/she must continue these processes while ensuring everyone stays challenged, motivated and recognized. Thank God for stock options!
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofes
Buying a franchise can be a great investment especially for people who already understand the ins and outs of a particular business but don’t necessarily want to start the business from scratch. There are a few questions to ask before buying a franchise as there is a lot of money and potential success to be acquired when you purchase the right franchise. With your knowledge and abilities as well as the success history of any given franchise, this business approach may be the perfect solution for you.An important thing you should consider before buying a franchise is what your interests and abilities are. You will want to buy a franchise that you can confidently run a
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofes
Selecting furniture that is to be used in the office should be a task that requires caution and a lot of thinking. There are many factors to consider when choosing that chair for that impotant executive or that table for the conference room. Other factors to also consider is how much of the furniture to be selected would be able to withstand the rigorous demands of one’s particular job descriptions. Also, since most of one’s day is spent at work, it is important to ensure that these furniture are comfortable and ergonomic.The following are possible tips and advice to make sure that the office furniture you will choose is the perfect one for you and your work.<
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofessional when employees arrive "just a little late", or when they begin to snap at co-workers, often come from this very supervisor. This inevitably leads to a lack of trust and performance that only follows the "just enough to not get fired" standard.
How does someone making these mistakes turn these around? By doing just that—turn around or reverse these mistakes and make them positives. Here’s what this would look like:
1. Focus on facts, not personalities.
Before talking with an employee gather the data that supports your concerns. If your data doesn’t support your pending constructive feedback, it’s time to consider that you are judging this employee based on your own subjective criteria. This isn’t just a bad management technique, but it could land you in court. In addition, when giving someone a “pat on the back” reinforce this recognition with the data that earned it.
2. Ensure Dignity.
Ensuring another’s dignity is possibly your biggest obligation as a management member. This may be why managers were invented. If someone feels they are being treated unfairly or have been wronged, it is the management member that is looked to as a corrective liaison. Another important factor in this step is to ensure YOUR OWN dignity in every situation. To ensure another’s dignity does not mean you sacrifice your own values or objectives. It also does not mean that you ignore your personal life or accept extra responsibility without a future pay-off.
3. Accept Responsibility for Results.
This is still the same advice as with the #3 mistake above. You have got to get your “arms around” this concept and deal with it. It is unfair and unreasonable, but it is the reality of management. Learning to work with others, especially those that are different from you (or that you don’t like) are the first step. Learning conflict management techniques, listening skills and all the other “soft” skills you have no doubt heard about, are the tools needed to accomplish this. Your parents and your school system did not teach you these skills, so it is up to you to learn them and USE them.
4. Demonstrate Your
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