Employees - Treat them the way they Expect to be Treated

Written by Alan Fairweather

When you have to deal with one of your team who's complaining to you, rather than allowing your negative programmes to take over, get your thinking part in gear and try to seerepparttar situationrepparttar 119435 way they see it. You don't necessarily have to agree with them but perhaps you can empathise with their point of view.

The successful manager thinks aboutrepparttar 119436 people they have to deal with, is sensitive to how they see things and knows that they might think differently than they do.

Let me give you an example: I've always had a thing about good timekeeping; it's something that's been programmed into my brain. If you agree to meet me at 8.30 inrepparttar 119437 morning, I'll be there at 8.20; I will always do my utmost be on time.

So I used to get angry when a member of my team would show up late for a meeting or an appointment with me. When I got angry I'd get stressed and end up saying something that I regretted later. Therefore, I learned to start thinking aboutrepparttar 119438 situation and try to see it from their point of view and not let my programming run my brain.

That doesn't mean to say I ignoredrepparttar 119439 lateness or did nothing about it; I thought very carefully about what I wanted to say and spoke torepparttar 119440 team member about how we would resolve this situation.

The point about this is - I'm not prepared to allow that team member's behaviour to run my mind. Getting angry and stressed is not good for our health and it isn't a productive way to motivate our team.

People - You Can't Make Them What They're Not

Written by Alan Fairweather

Many business people and managers are spending too much time trying to changerepparttar underperforming people who work for them. They seem to believe that if they train people - tell them what to do or even threaten them withrepparttar 119434 sack - thenrepparttar 119435 performance level will go up.

The successful manager concentrates on developingrepparttar 119436 strengths of his team members - not trying to correct their weaknesses. Sometimes you have to manage around a weakness, but you can't make people what they're not.

Some years ago I decided to improve my golf by taking some lessons. A friend and I spent some hours with a professional golfer and coach at a local country club. This was really useful to me and I did get better. However my friend Robin hadn't a clue. No matter whatrepparttar 119437 pro told him to do, how to change his stance and his grip, he could hardly hitrepparttar 119438 ball.

If you'd given Robin a hundred lessons and threatened him with a gun, I doubt if he'd ever have completed a round of golf in less than two days. Robin is a successful lawyer and makes a lot of money, however a golfer - he is not.

So if you have a sales person on your team who isn't bringing inrepparttar 119439 sales or a production engineer who isn't making his quota, then you have to make a decision. Is this person not producing because they don't haverepparttar 119440 ability - because they need more training or - because there's another reason?

You can read more about coaching and other reasons for non performance in my book - "How to get more Sales by Motivating your Team" but forrepparttar 119441 moment it's important to understand thatrepparttar 119442 individual may not be able to dorepparttar 119443 job.

They may tell you they can dorepparttar 119444 job because they're unwilling to accept defeat; however I've known people in sales jobs who shouldn't be in sales and doctors, plumbers, lawyers and engineers who were also inrepparttar 119445 wrong job.

What you need to do is get people who can't dorepparttar 119446 job into a job that they can do or get them out of your team.

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