MEDIA PARTNERS TRAINING BLOG
News and information regarding employee and manager training. We feature a collaboration of experts in the fields of customer service, coaching and leadership, healthcare, human resources and more!
Bullies are cowards. That is why they pick on those who will not or can not fight back and they avoid authority figures who can deliver consequences. If, as a manager, you notice any subtle signs of bullying on your team, like disrespect, mocking, belittling, badgering of a team member, you can be sure than when you are not present it is ten times worse or even a case of full blown harassment.
"It's faster just to do it myself." I know you've said it. I sure have. When handing off a task to someone new it takes work and patience to actually think through a process we normally do without thinking. The good news is that when it comes to training the next generation of workers, taking the time to give clear concise directions pays big dividends.
Have you ever walked into a business and felt within seconds that you wanted to leave? That is your natural "flight" response kicking in. The sad fact is that even though some employees may intentionally send that "Get out of here!" or "What the h#*! do you want?" signal, most employees are unaware that they are repelling the very people they depend on to keep their jobs.
In his best selling sequel, The Leadership Pickles, Bob Farrell takes his own medicine and applies his customer service mantra, "Give em' the Pickle!," to managers and leaders. He insists, "You serve the people who serve your customers. Employees need pickles too."
There are two main reasons that managers correct an employee's poor performance in front of others and neither reason is about correcting the employee's poor performance. The first is the manager's emotional need to scold or shame or be right.
As the saying goes, "We treat strangers better than we treat our family." Treating co-workers and team members with the same enthusiasm and attention that we give potential clients and good customers is one of the tougher challenges service professionals face.
Sometimes our natural instincts as managers can get us into trouble. This is especially the case when faced with mediating an open dispute between hostile team members. Our instincts tell us to quietly and privately gather the facts from each employee involved, but this leads directly to several pitfalls.
Before the invention of software (let's say the mid 80s), when a company offered a product it was tested and ready to work. The stakes were high, because if it didn't work, nobody bought it and the company tanked. Now, as customers, we have slowly accepted responsibility for loading patches, de-bugging, and "updating" products that we have already paid for.
"What if your boss came in and told you, "If you do a good job today, I'm going to give you $1000. cash at the end of the day. If you do a bad job, I'm going to fire you." That is author Bruce Tulgan's brilliant set-up for his discussion on accountability.
Even people who write the policies and procedures don't like policies and procedures. In a perfect world we would all do as we please and get paid for it. On this planet, however there are very few of those job positions and reality TV stars are first in line. The rest of us live by the rules of others.