6.Be willing to explore possibility that you have contributed to problem This isn't easy, even if you have reason to believe it's so, because you may not be fully aware of what you have done to fuel fire. Three helpful questions to ask yourself: •Is this problem unique, or does it have a familiar ring as having happened before?, •Are others in my organization exhibiting similar behaviors?, and finally, •Am I partially cause of behavior I am criticizing in others? • Once you understand how you have contributed, you can decide to take action yourself to make sure it doesn’t happen again.

7.Plan your strategy Start by defining, for yourself, what changes you would like to see take place, then, follow this sequence: Meet with person and let them know that there is a problem. State problem as you understand it and explain why it is important that it be resolved Gain agreement that you've defined problem correctly, and that employee understands that it must be solved Ask for solutions, using open-ended questions such as: "What are you willing to do to correct this problem?" In some cases, you may have to make it clear what you expect Get a dedication that employee will take required actions Set deadlines for finishing actions. In case of a repeated problem, you may want to advise employee of consequences of failing to take corrective action Follow up on deadlines you've set

8.Treat employee as an adult and expect adult behavior To some extent, expectation defines result. If you treat employee as a naughty child, then you should expect a naughty child to respond. If you indicate - by your actions or by content or tone of your voice - that you expect adult behavior, then that's what you're likely to get.

9.Treat interpersonal conflicts differently If problem behavior stems from a personality conflict between two employees, have each one answer these questions:

(1) How would you describe other person? (2) How does he or she make you feel? (3) Why do you feel that other person behaves way he/she does? (4) What might you be able to do to alleviate situation? (5) What would you like other person to do in return?

10.Gain agreement on steps to be taken and results expected A problem is not really "fixed" until it stays fixed. Everyone involved must agree that steps taken (or proposed) will substantially alleviate problem. This includes you as manager, and steps you personally will take to ensure you are not contributing to similar problem in future.

Finally, agree how you will both monitor issue. What needs to take place for you both to be satisfied that issue has been completely resolved. Write this down and use it as your measure of success.

When asked to rank a list of ten criteria, employees and managers/owners ranked them very differently:

WHAT EMPLOYEES SAY THEY WANT (in order) 1.Full appreciation for work done 2.Feeling ‘part’ of things 3.Sympathetic help on personal issues 4.Job security 5.Good wages 6.Interesting work 7.Promotion/growth opportunities 8.Personal loyalty to workers 9.Good working conditions 10.Tactful discipline

WHAT MANAGERS THINK EMPLOYEES WANT (in order) 1.Good wages 2.Job security 3.Promotion/growth opportunities 4.Good working conditions 5.Interesting work 6.Personal loyalty to workers 7.Tactful discipline 8.Full appreciation for work done 9.Sympathetic help on personal issues 10.Feeling ‘part’ of things

What does this mean if you are an employer or a manager in business today?

Frequent pats on back will go a long way towards making your employees more satisfied at work. Happily, it’s not always about money.