Be Careful Who You Condemn

Written by Scott Brown

We all know customers are not always right – in fact – often they’re completely wrong. But if we allow our customers’ “shortcomings” to berepparttar focus of our employees’ attentions we’re destined to fail.

The inclination to complain about a customer happens to all of us from time to time. After a customer irritates us in some way and eventually walks away or hangs uprepparttar 119501 phone, we immediately look for a nearby co-worker so we can share our negative experiences.

“Hey Bob. You won’t believe this jerk that was just onrepparttar 119502 phone…”

It becomes a bonding experience for co-workers, but unfortunately it alienatesrepparttar 119503 customer. And when a frontline worker sees a manager dismissing a customer as “stupid” or an “idiot” it becomes clear to them that it’s okay to classify customers. Some customers are good and some are just plain dumb. They then feel that they haverepparttar 119504 ability to determine which customers are worth their time and which ones are not.

Setting Performance Standards for your Employees

Written by Megan Tough

The success of your business is directly related torepparttar commitment and productivity ofrepparttar 119500 people who work in your business. And yet it is generally recognized that 60% of employees, or more, are underutilized in their roles at work.

So what arerepparttar 119501 factors that contribute to low performance standards and expectations?

Communication, or mis-communciation, is one ofrepparttar 119502 major sources of low productivity. The messages that move betweenrepparttar 119503 owner, employees, managers and even customers are not understood inrepparttar 119504 same way. One classic example is that business owners tend to assume that employees and managers see thingsrepparttar 119505 same way they do.

Managers tend to lower their expectations (unconsciously) so that they will not have to confront employees. Most people dislike discussing declining performance with their employees, and so actively avoid having to do so by reducing heir expectations of what’s required.

Employees have a tendency to protect themselves from possible failure by pushing back on what is expected. They will often negotiate/bargainrepparttar 119506 job down to a more comfortable level.

Business owners often have difficulty separating what they want done from how they want it done. Telling employees exactly how to achieve a certain goal leaves no room forrepparttar 119507 employee to think or use their own initiative. Consequently they often stop trying to contribute and become ‘sheep” – just doing what they are told. In this catch-22 situation,repparttar 119508 owner is forced into a position where they must constantly be telling everyone exactly what to do.

Some owners may not understandrepparttar 119509 concept of person/job matching, and so haverepparttar 119510 wrong people inrepparttar 119511 wrong positions. This situation can be extremely demotivating forrepparttar 119512 employee.

So how do you go about setting performance standards and expectations?

The owner and employee must collaborate together. They must work together onrepparttar 119513 fact thatrepparttar 119514 rolerepparttar 119515 employee is performing can be improved in a way where everybody wins -repparttar 119516 employee,repparttar 119517 owner, andrepparttar 119518 business. When you teachrepparttar 119519 owner to collaborate withrepparttar 119520 employee, not only doesrepparttar 119521 performance go up, but so doesrepparttar 119522 morale.

Short term goals, or wins, must be established. 90-days isrepparttar 119523 ideal. Set specific goals forrepparttar 119524 employee in 90-day increments so that there will be ample opportunity to monitor systems and progress, as well as to experience wins on a routine basis. Ideally, involverepparttar 119525 employee in this goal setting process so they experience some control over their work.

Determinerepparttar 119526 strengths required to dorepparttar 119527 job well. Ifrepparttar 119528 employee is going to be successful,repparttar 119529 owner and employee must decide jointly what strengths are required, and howrepparttar 119530 employee is going to be able to apply their strengths. This is where having a good match betweenrepparttar 119531 employee andrepparttar 119532 job is so important. The boss doesn't have to figure this out on their own -repparttar 119533 employee will probably already know what's necessary.

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