Written by Richard Lowe

One ofrepparttar most terrifying experiences of my life was way back in repparttar 102041 early 1970s. I spent 6 years of my late teens in a little town called Lake Arrowhead in California. I was living with my parents, working at night in a supermarket (the dairy manager), going to college, and holding other odd jobs as I could find them.

It was a very dry summer, and I remember those long daily drives up and downrepparttar 102042 mountain (a forty mile commute), without air conditioning and miserable. I was, however, becoming a very responsible young adult and took everything very seriously.

One day I was driving downrepparttar 102043 mountain to school as usual when I drove past a fire. I should have stopped, but I was running late and continued forward. Before long, there was another fire beside repparttar 102044 road, then another. A few minutes later, there were fires all around me and it was getting hotter and hotter. I thought about going back, but a glance inrepparttar 102045 rear view mirror showed it was probably just as bad behind me as it was in front of me.

Fortunately for me (because otherwise I might not be telling you this story right now) some firemen noticed my predicament. They had water dropping helicopters inrepparttar 102046 area, and as I was driving forward, thinking that this was not reallyrepparttar 102047 time and place that I wanted to die, I found myself covered with thousands of gallons of water. I owe my life to those unknown firemen who saved me that day long ago.

I learned something very important (besides a strong lesson that I had a brain and I should probably start using it more often). The time to deal with a problem is immediately. If I had stopped when I first noticedrepparttar 102048 fires I would have most likely been fine. But no, I had to go forward, ignoringrepparttar 102049 problem, until I was in so deep that I would have been lost without help.

Now that I am an executive at a multi-billion dollar company, I have applied this lesson over and over again. I use it every single day, and it works very well.

The time to deal with any problem is as soon as you notice there is a problem. The longer you wait,repparttar 102050 more difficultrepparttar 102051 problem is to handle.

This works with supervision especially well. Think of all ofrepparttar 102052 situations you've had at work, and think how easy they would have been to solve it you had simply confronted them early on, before they became significant.

Many years ago, a peer of mine supervised someone who came back from lunch, how shall I say it, a little tipsy. The friend let this behavior slide because, well, he had a little trouble confrontingrepparttar 102053 issue, and it just didn't seem that big of a deal. But, naturally, it soon became a huge problem which rippled throughoutrepparttar 102054 company (well, it was a very small company with only a dozen employees) and led directly to that person being fired.

Now, if my friend had simply takenrepparttar 102055 employee asiderepparttar 102056 first time he noticed her coming back from lunch in that state, he may very well have preventedrepparttar 102057 entire thing from happening inrepparttar 102058 first place. However, since he didn't confrontrepparttar 102059 issue, it became "okay" and, of course,repparttar 102060 employee pushedrepparttar 102061 envelope further and further until it could not be tolerated any more.

Now, delivering this kind of reprimand can be very difficult, but it has to be done. What would I do now? Simple: as soon as I noticedrepparttar 102062 behavior, I would have takenrepparttar 102063 employee aside (always deliver reprimands in private) and just flat out told her that coming back to work with a few drinks under her belt is not acceptable. No emotion (that's very important), as little discussion as possible, and, ifrepparttar 102064 behavior stops, that'srepparttar 102065 end of it.

You see, what's important isrepparttar 102066 behavior. It does not matter one bit thatrepparttar 102067 employee drinks - as a boss that's not my problem. It does not matter whatrepparttar 102068 employee thinks about what I'm saying. The only thing that matters isrepparttar 102069 employee was behaving in a manner which was not acceptable at work. So that's all I would say.

Now, it's critical to understand that ifrepparttar 102070 behavior repeats thenrepparttar 102071 next level of reprimand needs to be done immediately. So if on Monday Ann came back to work from lunch drunk and I talked with her about it, then on Tuesday she repeatedrepparttar 102072 behavior, I might escalate it to a formal oral warning. Ifrepparttar 102073 behavior repeated on Wednesday, then it might get up to a written warning. And on Thursday, she might get suspended for a day. And if it happened again, she might even get fired.

The point isrepparttar 102074 issue needs to be handled cleanly, immediately and precisely. As a supervisor, my concern is aboutrepparttar 102075 workplace and aboutrepparttar 102076 quality ofrepparttar 102077 work being done. Ethically and legally that's all I should be worrying about.

When I was a young manager, one ofrepparttar 102078 mistakes that I made was to try and "softenrepparttar 102079 blow". I would hesitate, perhaps letrepparttar 102080 employee sliderepparttar 102081 first timerepparttar 102082 issue happened. Duringrepparttar 102083 reprimand, I'd want to discussrepparttar 102084 problem, get their viewpoint and make sure they were okay.

Now I've changed and I've realized that employees (myself included) want to knowrepparttar 102085 boundary's, they want to know exactly how far they can go beforerepparttar 102086 line is crossed.

The best way to handle a reprimand is:

- Make sure you've got all your facts straight before you deliver repparttar 102087 reprimand. Remember there is a difference between an investigation and a reprimand, andrepparttar 102088 two should never be mixed. If you are investigating, say so and ask your questions. If you are delivering a reprimand, again, say so and deliver it.

- Do not ever deliver reprimands based upon rumor or hearsay. Always check your facts BEFORE deliveringrepparttar 102089 reprimand.

- Do not deliver idle threats during a reprimand. Just informrepparttar 102090 person what will happen ifrepparttar 102091 behavior continues, and if it does, then follow through. There should be no need to "bluff" - you are presumablyrepparttar 102092 boss (otherwise why are you delivering reprimands) and haverepparttar 102093 authority to do what you say you will do.

Danger: Your advisor may be killing your career!

Written by Cathy Goodwin, Ph.D.

Karen hired a "mentor" coach to help her business grow. The coach applauded Karen's efforts to design her website. On a slow week,repparttar coach said, "Clear clutter and learn to dance." After three months, Karen had a big coaching bill, a multicolored website, an empty house and a sad little business. Karen wasn't uncoachable. She choserepparttar 102040 wrong coach.

For instance, Western medicine treatsrepparttar 102041 body as a machine to be repaired; Chinese medicine believes sickness is caused by imbalance that can be corrected by herbs and diet.

Both models have limits. If you break your leg,repparttar 102042 Western model makes most sense; if you suffer from insomnia, you might favorrepparttar 102043 Chinese model.

John's business is hitting a rough patch.

Coach X says, "Clear your life of clutter energing-draining relationships."

Coach Y says, "I will teach you mental techniques to attract new business."

Coach Z says, "Maybe your business does not reflect your life purpose."

Coach Q offers, "I will teach you networking and sales techniques." Only John knows what he needs. If your website needs an overhaul, you can clear clutter till your house is bare and nothing will happen.

But if everyday hassles are draining your energies, you can't focus clearly onrepparttar 102044 website.

Let's compare four best-selling books. Cheryl Richardson's Take Time for Your Life exemplifiesrepparttar 102045 "life space" model: people know what they want and how to get there; they grow by self-care and personal empowerment. Choose Coach X.

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