Tags |
|
|
Links |
|
|
Digg it UP - Effective Recognition: A Conversation with Management Consultant and Author Cindy Ventrice
There is a difference between being comfortable and being in apathy.It is very comfortable to have a smooth running organization when you have a team that knows what to do and does it. It is comfortable to have this group take care of your company and make it expand, and all you have to do is take care of the team. It is comfortable when the staff will actually handle the discipline problems of other staff members and not give it to you to handle. It is, of course, very comfortable to have a consistent flow of new customers into your office and not have to worry about it week to week.What is apathy?answers.
This kind of honest feedback can take time; it’s built up in small, incremental steps and it’s about the questions you ask and your reaction to the responses. If an employee brings you a small-scale issue, react to him or her promptly and positively. Then they’re going to feel comfortable bringing you something else a little bigger the next time.
How do business owners and leaders sort through all the guides and ideas that are out there to determine an effective a
The deepest Coal Mine in the world is over 5000 feet below the ground in the UK. Many in the United States are over 1200 feet deep, most of those are closed and now few are remaining. There is a mine in Alabama, which is the deepest vertical shaft coalmine in North America, with operations at 2,140 feet beneath the surface. It is hard for the coalmines in Washington State, Pennsylvania, West Virginia and Alabama to compete with the incredible economies of scale of the Gillette WY above ground mine. Below ground coalmines can be quite dangerous. There are gases underground and coal dust and if a fire breaks out it s
What can small businesses, who may not have the funding or resources to compete with larger firms in terms of employee incentives, do to motivate their employees? The good news is that, in terms of recognition, money is not a significant factor. Once employees have what they consider to be a fair wage – in other words, they’re at 75 percent of the industry standard for their geographic area – money is not really a factor in how motivated they people are, how willing they are to stay and how valued they feel in the workplace. Then it comes down to non-monetary concerns like:
All of those things matter far more than money does.
How can an owner or leader assess the quality of recognition currently offered in his or her workplace? That depends in part on the size of the organization. With extremely small companies –for instance, those with fewer than 10 people – you don’t really want to be doing surveys with employees. It will seem uncomfortable and impersonal. In that case, it’s going to be about having conversations and building up enough trust with people to know that they’re giving you honest answers.
This kind of honest feedback can take time; it’s built up in small, incremental steps and it’s about the questions you ask and your reaction to the responses. If an employee brings you a small-scale issue, react to him or her promptly and positively. Then they’re going to feel comfortable bringing you something else a little bigger the next time.
How do business owners and leaders sort through all the guides and ideas that are out there to determine an effective ap
All in all, our decision-making equipment is pretty sound. We don’t follow the lead lemming over a cliff. We can’t be fooled into thinking that a 99-cent lure is a meal. We don’t try to catch car fenders with our teeth. Then again, it wasn’t a dog who launched New Coke. So there are a few bugs – little design flaws of the mind – that can have big consequences.People are clinically overoptimistic, for instance, assigning zero probability to events that are merely unlikely (such as a massive iceberg in the path of a really big ship). We see “patterns” in the random movements of stocks the way our ancestors saw
All of those things matter far more than money does.
How can an owner or leader assess the quality of recognition currently offered in his or her workplace? That depends in part on the size of the organization. With extremely small companies –for instance, those with fewer than 10 people – you don’t really want to be doing surveys with employees. It will seem uncomfortable and impersonal. In that case, it’s going to be about having conversations and building up enough trust with people to know that they’re giving you honest answers.
This kind of honest feedback can take time; it’s built up in small, incremental steps and it’s about the questions you ask and your reaction to the responses. If an employee brings you a small-scale issue, react to him or her promptly and positively. Then they’re going to feel comfortable bringing you something else a little bigger the next time.
How do business owners and leaders sort through all the guides and ideas that are out there to determine an effective a
To become a dentist, a graduate with a bachelor’s degree undergoes 4 years in one of the dental schools accredited by the American Dental Association’s (ADA’s) Commission on Dental Accreditation. At the end of the course he undertakes various written and oral examinations before being certified as a Doctor of Dental Surgery (DDS) or Doctor of Dental Medicine (DMD), also known as a dentist.Dentists are specialists trained to diagnose, prevent and treat ailments relating to teeth or oral tissue. Their work involves employing various methods to preserve natural teeth, such as filling cavities, examining X-rays,
All of those things matter far more than money does.
How can an owner or leader assess the quality of recognition currently offered in his or her workplace? That depends in part on the size of the organization. With extremely small companies –for instance, those with fewer than 10 people – you don’t really want to be doing surveys with employees. It will seem uncomfortable and impersonal. In that case, it’s going to be about having conversations and building up enough trust with people to know that they’re giving you honest answers.
This kind of honest feedback can take time; it’s built up in small, incremental steps and it’s about the questions you ask and your reaction to the responses. If an employee brings you a small-scale issue, react to him or her promptly and positively. Then they’re going to feel comfortable bringing you something else a little bigger the next time.
How do business owners and leaders sort through all the guides and ideas that are out there to determine an effective a How can an owner or leader assess the quality of recognition currently offered in his or her workplace?
That depends in part on the size of the organization. With extremely small companies –for instance, those with fewer than 10 people – you don’t really want to be doing surveys with employees. It will seem uncomfortable and impersonal. In that case, it’s going to be about having conversations and building up enough trust with people to know that they’re giving you honest answers. This kind of honest feedback can take time; it’s built up in small, incremental steps and it’s about the questions you ask and your reaction to the responses. If an employee brings you a small-scale issue, react to him or her promptly and positively. Then they’re going to feel comfortable bringing you something else a little bigger the next time. How do business owners and leaders sort through all the guides and ideas that are out there to determine an effective a This kind of honest feedback can take time; it’s built up in small, incremental steps and it’s about the questions you ask and your reaction to the responses. If an employee brings you a small-scale issue, react to him or her promptly and positively. Then they’re going to feel comfortable bringing you something else a little bigger the next time. How do business owners and leaders sort through all the guides and ideas that are out there to determine an effective approach to recognition?
First, I would give them a word of warning: Almost 90 percent of big companies have recognition programs that they spend billions of dollars on every year, and yet only 40 percent of their employees report that they’re satisfied with recognition. So many, many programs go wrong. One of the things I talk about in organizations is the “50-30-20” rule, which addresses the source of recognition that employees want to see. They have a preferred mix:
Co-branding involves combining two or more brands into a single product or service. Companies engage in co-branding to leverage strong brand. It is becoming a popular business practice to strive for a positive association between different brands that can develop synergy. A well executed co-branding strategy can lead to win-win situation for both co-brand partners and can help in realizing unexplored markets or untapped opportunities. Concisely, it is instrumental to handle almost every marketing matter from creating initial awareness to building customer loyalty.Companies form co-branding alliance to fulfil
There’s a saying in the newspaper business: Advertising is expensive—but editorial is priceless! This simple phrase speaks to the fact that readers trust and value any information they read in an article or column far more than any data they glean from an advertisement. Even when the facts presented in an article and an advertisement are identical, the results are the same. Positive editorial coverage is worth its weight in gold.Yet many exhibitors don’t know how to work effectively with the media. I hear it all the time – from both sides of the aisle. Exhibitors wring their hands in despair when not a singl
This training for managers should focus on four basic elements of recognition, which are based on my interviews with employees on what they found as valued recognition: Praise, appreciation, respect and opportunity.
What traits do managers offering effective recognition share? They have a willingness to have an open dialogue with their employees and an ability to offer more positive feedback than negative feedback. Trust is also big among those leaders – they trust their people and assume that they’ll do their best work until proven wrong.
They’re also able to give employees challenges that are incremental – that are a stretch without being overwhelming. Often, they know what their employees are capable of more than the employees do themselves. They also know what their people’s strengths and weaknesses are, and they’ll talk about those [qualities
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.diggitup.net/article/45465/diggitup-Effective-Recognition-A-Conversation-with-Management-Consultant-and-Author-Cindy-Ventrice.html">Effective Recognition: A Conversation with Management Consultant and Author Cindy Ventrice</a>
BB link (for phorums):
[url=http://www.diggitup.net/article/45465/diggitup-Effective-Recognition-A-Conversation-with-Management-Consultant-and-Author-Cindy-Ventrice.html]Effective Recognition: A Conversation with Management Consultant and Author Cindy Ventrice[/url]
Related Articles:
Change Management - Adopting A Continuous Improvement Program
Water Management 2008 Exhibition and Conference
Bookmark it:
|