Relationship Building - 5 Tips and 5 Questions

Written by Martin Haworth


Continued from page 1

4. Match - nothing helps build relationships by matching tone, volume of voice. By takingrepparttar same body posture. By paying attention to their eyes (whilst nor staring).

5. Have fun - nothing works better to build relationships than by having a foundation of a fun time together. So laugh, take time to 'play' and be informal. Take part.

5 Questions

1. What do you know about your people outsiderepparttar 119424 business? 2. When wasrepparttar 119425 last time you asked them about something important to them?

3. What percentage of your people do you speak to every day? 4. Who have you shared your hopes, fears, worries and excitements about your organisation with this week? 5. What three steps can you take to build relationships between you and your people - inrepparttar 119426 next three working days?

There is no time likerepparttar 119427 present to start and to focus on Relationship Building. It isrepparttar 119428 basis of all you do when you manage others.

2005 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, www.coaching-businesses-to-success.com. (Note to editors. Feel free to use this article, wherever you think it might be of value - with a live link if you can).


Performance Expectations - 5 Tips and 5 Questions

Written by Martin Haworth


Continued from page 1

5. Encourage Others - by setting a great example, others in your organisation will take it on board and there provides an opportunity to share learning and encourage new skills and development.

5 Questions

1. How many of your people have clear Performance Expectations?

2. What percentage of these people have you discussed their understanding of these expectations andrepparttar standard of delivery you expect?

3. When wasrepparttar 119423 last time you refinedrepparttar 119424 performance expectations of someone in your team?

4. How do you assessrepparttar 119425 standards of activity delivery which meetrepparttar 119426 organisations requirements?

5. How have you shared you'rerepparttar 119427 Performance Expectations made of yourself, with your people?

With this level of clarity on Performance Expectations, working together becomes a snip and you will have far less timewasting chasing of individuals' performances. And overall, your business/organisational performance will soar.

2005 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, www.coaching-businesses-to-success.com. (Note to editors. Feel free to use this article, wherever you think it might be of value - with a live link if you can).


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