Forget The "Sandwich" Technique

Written by Alan Fairweather

word count:681 character width: 60 resource box:6 lines + web link to "How to get More Sales by Motivating Your Team" =====================================================

Forget The "Sandwich" Technique by Alan Fairweather

(c) Alan Fairweather - All Rights reserved ==========================================================

Forget The "Sandwich" Technique

Do you remember being told to userepparttar "sandwich" technique when you needed to reprimand someone? Let me give you an example: "Fred, I'm really pleased with how you've been progressing since you joined us and you're doing a great job. However you're not getting your reports in on time and we're missing deadlines. I'd like you to tighten up a bit on this. Anyway,thanks for all you've done so far and keep uprepparttar 119473 good work."

Have you ever said something along these lines? You probably needed Fred to sort out his reporting but you didn't want to upset or demoralise him. The only problem is that Fred may not getrepparttar 119474 message. The importance of it may be seriously diluted. He may hear it as, "Fred, you're doing a brilliant job, you just need to sort outrepparttar 119475 reporting bit but it's not really that important." What happens then is, Fred continues to fail with his reports.

The "sandwich" technique doesn't work, it lets you offrepparttar 119476 hook and it's mealy mouthed. Be direct with your people and they'll respect you more for it. You are also much more likely to get a change in behaviour. If you are unhappy with some aspect of an employee's performance then you need to tell them so. The skill is in doing it in a way that's effective and doesn't lowerrepparttar 119477 morale ofrepparttar 119478 individual.

Firstly, it's not acceptable to speak to your people just when you're unhappy about something. Tell themrepparttar 119479 good news as well. As Kenneth Blanchard and Spencer Johnson say in their book The One Minute Manager - "Catch people doing something right" and tell them about it.

Some managers and employers still have this daft notion that if people are doing things right then that's what they're paid for and they don't need complimented. Ask almost any employee in Industries throughoutrepparttar 119480 world and they'll tell you that they don't feel appreciated by their manager.

When you notice someone doing something you do like, tell them about it. When you notice them doing something you don't like, tell them about it. Whether it's good news or bad,repparttar 119481 same rules apply. Do it as soon as possible. Acknowledgement of a job well done is not much good six months later. Also, if you don't immediately call someone's attention to something you are not happy about, then they'll assume it's okay. Either that or they'll think you didn't notice or you don't care. Do it in private. Why is it that some managers still feel it's okay to reprimand someone in front of their colleagues? Evenrepparttar 119482 mildest rebuke can have a negative effect on morale.

Developing your management style

Written by Anthony Harrison

One thing a lot of us don't do in sales is take time out to analyse things.

How are we doing it? Why are we doing it? Can we do it better?

Taking time out to assess your management style is one of repparttar most fundemental tasks a person can do. We are not just talking about managing others here either, it can also be how you manage yourself. One thing we should all do (at least once a week) is take time out to analyse your performance and management style. Ask yourself;

How effective are you as a manager today?

Have you identified specific areas where improvements in your management style can be achieved.

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