"He Hate Me": Turning Their Bad Attitude Into Your Great Results

Written by Brent Filson

Continued from page 1

VALIDATE: Validate their anger. Their anger is real and important to them. It's who they perceive themselves to be (atrepparttar moment they feel angry) in their relationship with you. Many people embrace their anger. They may see it asrepparttar 119441 one thing that they can control in an environment in which they feel out of control. If you try to ignore that anger or belittle it, they will feel you are belittling them. Tell them that you know they are angry and that you want to find out why. Avoid saying things like, "I know you're angry ... but ... " That "but" can harden them against you. Saying, "Help me understand why you feel angry about what I'm doing." can get you farther thanrepparttar 119442 "but." This is not to condone their anger nor approve of it but simply to come to an agreement with them that it exists and that you intend to do something about it in a way that will be mutually beneficial.

TRANSLATE: Their anger is your opportunity, an opportunity to translate their anger into your results. Because, as you'll see, their anger can be great raw material for results.

People get angry for many reasons. * Their time is being wasted. * Their individual worth is not respected. * They feel threatened. * Their efforts are not appreciated. 5. They are not given voice or choice in their work. * Their values are not recognized or given credence. * Their leaders cannot do their jobs well. * Their leaders focus on their own needs. * Their leaders don't understand and acknowledge their needs. * Their leaders don't provide clear direction. * They are being overworked. 11. They are being set up to fail.

Here is a process for translating their anger into your results.

I call itrepparttar 119443 problem/solution/action process. The key to this process is that people's anger usually stems from an unresolved problem. A. With their help, identifyrepparttar 119444 problem. B. Come to an agreement with them as torepparttar 119445 causes of that problem. C. Help them find a solution. D. Challenge them to take action to solverepparttar 119446 problem. E. Link that action to increases in results.

You can apply this process to any ofrepparttar 119447 aforementioned reasons people get angry. As an example, let's apply it torepparttar 119448 first reason. Often, a key challenge in getting others to take new action is their complaining you are wasting their time.

A. Draw up two lists, one composed ofrepparttar 119449 aspects of their job they believe waste their time, andrepparttar 119450 other ofrepparttar 119451 aspects they feel are crucial.

B. Come to an agreement with them on which aspects are truly a waste of their time and which aren't. Without such agreement, they may remain angry with you. For instance, they may feel that their having to complete a particular report or aspects of that report wastes their time. If you think that such reports are absolutely essential, you cannot continue this process unless you convince them thatrepparttar 119452 reports are essential or that you will change them to make them essential. C. Once you come to that agreement, work on each aspect inrepparttar 119453 "waste of time" list by applying this analytical tool: Decide if you want to leave it alone, change it, or eliminate it. There is no fourth choice!

D. If you have chosen to change it, have them suggest actions they will take to do so. Noterepparttar 119454 sequence here. Your first step in changing an aspect is to elicit from them what needs to be changed andrepparttar 119455 actions required to affectrepparttar 119456 change. If need be, you can always veto their choice. But if you first let them make that choice, you may find that they have delineated actions that tap a new vein of results. Atrepparttar 119457 very least, they will be committed to those actions, since they go right torepparttar 119458 heart of solvingrepparttar 119459 problem of their anger.

E. Link those actions to increases in results. For instance, now that they have reduced, eliminated or changed a particular aspect of their job that was a problem for them, how will that translate into money saved/earned?

Be advised: You may be confronted by "professionally angry" people who will be angry and stay angry no matter what you do. Just being you or just being a leader or just being you as a leader gets them angry, and nothing you can do or say seems to change that. But keep workingrepparttar 119460 four-step process. It's your best way of remedying evenrepparttar 119461 "professionals" anger.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at www.actionleadership.com

3 Tests to Hire the Best

Written by Michael Mercer, Ph.D.

Continued from page 1

Motivations uncover if an applicant strives to do a good job to (a) make lots of money, (b) provide customer service, (c) do creative work, (d) exert power or control, or (e) increase knowledge.

C = Character Tests Did you ever hire someone who had a lousy work ethic? Stole from your company? Abused alcohol or drugs? That cost you loads of money and time! Character tests help managers avoid hiring problem employees. Such tests predict an applicant’s attitudes on work-related character: 1. Work Ethic 2. Trustworthiness 3. Substance Abuse

When you hire a “good apple” -- and avoid hiring a “bad apple” – you make a big difference in productivity and profits.

Customize Tests You Use It is highly recommended you customize abilities and behavior tests for each job in your company. Do this by conducting a benchmarking study.

Example: Let’s say you want to hire profitable, productive sales reps. Start by testing some of your current sales reps. Statistically pinpoint your superstar sales reps’ typical test scores. Then, when you test applicants, you quickly will see ifrepparttar applicant scores similar to – or different than – your superstar sales reps.

You, of course, would prefer to hire applicants (1) whose test scores are similar to your superstars’ test scores – plus also (2) impress you in interviews and other assessments. However, you would avoid hiring an applicant whose test scores are much different than your superstars’ test scores.

6 Steps to Hirerepparttar 119440 Best You can hirerepparttar 119441 best using pre-employment tests by following these steps: Step 1: Find a skilled testing expert with strong professional credentials and expertise. Just as you only want a skilled surgeon to perform surgery on you, you only want a skilled testing professional to help you, usually someone with a Ph.D. in testing.

Step 2: List jobs for which your company will profit if you hire highly productive employees.

Step 3: With your testing expert’s help, find tests that are (a) job-related, (b) valid, (c) reliable, and (d) customizable for jobs listed in Step 2.

Step 4: Customizerepparttar 119442 tests with your testing expert’s guidance. Statistically uncover test scores of your superstar employees in each job listed in Step 2.

Step 5: Test applicants – and show preference for hiring applicants who score similar to your company’s most profitable, productive, superstar employees.

Step 6: Benefit from increasing profits and productivity when you hirerepparttar 119443 best.

© Copyright 2005 Michael Mercer, Ph.D.

Michael Mercer, Ph.D., is America’s Hire the Best Expert™. Many companies use pre-employment tests he created -- “Abilities & Behavior Forecaster™” Tests – and his 7-Step Hire the Best “System”™. Dr. Mercer authored 5 books, including “Hire the Best -- & Avoid the Rest™”. You can (a) get a free subscription to his e-Newsletter at http://www.DrMercer.com or (b) call him at (847) 382-0690

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