New article on How to Manage Poor Performers. Quick tips that bring quick results. http://ow.ly/3a8Sv
Motivating employees is no small task. It all starts with effective feedback. Learn more… http://ow.ly/31hwR
What a relief to know that the miners in Chile have come out safe and sound. How did they do it? They lived in very tight quarters with little food and no comforts for a very long 68 days. Could you live with your co-workers that long? It’s hard enough getting along with a spouse over a long weekend, let alone for 68 days straight.
Chileans celebrated in Santiago after hearing of the survival of the 33 miners.
As the weeks unfold, we’ll learn more about their coping strategies. What we know right now is that they made their shift supervisor into their leader. How quickly his skills had to emerge as he faced the challenge of keeping the peace among all parties and, more importantly, keeping their HOPE alive. For ages, people have debated the question: “Are leaders born or developed?” In this situation, the crisis helped to develop the leader, but surely he had some innate talents that enabled him to use his abilities when they were most needed. Each day we all can take a look at the challenges we face and use them to develop our talents.
The key to reversing poor performance is immediate action. Too often managers wait too long, hoping employees will improve on their own. This rarely happens. Read more. http://ow.ly/2JzEA
Small offices are often the last to pick up on what’s new in management and human resources. Managers may mistakenly think that they don’t have to follow the latest trends because their offices are
Judi Clements works with managers to empower their employees
small, their employees few in number, and their problems minimal. Such blindness can often hurt a small practice.
Small offices are in need of better management and human resources practices because those offices count on their staff more than some larger offices do. In a small office, every employee plays a vital role. Often employees are cross-trained to do more than one job because everyone has to “pitch in” when the customer calls. Each employee makes a difference.
Managers in small office settings are the ones who can make the greatest difference. They need to be skillful in how to motivate, coach, evaluate, and mentor their staff. Without this kind of leadership, employees do not grow, and they too easily become “overhead”, resulting in a loss of business for the organization.
Managers, however, often come to their jobs with little or no formal management training. Since they also have other roles in the organization, they may push management duties off to a corner somewhere and label them “nice-to-do”, rather than vital.
I just worked with an amazing group of highly motivated managers in Rochester who deliver services to the disabled. My hats off to them.
Wonderful participation in the recent program I did at the Hudson Mohawk Society of Trainers. My topic, “Communicating to Staff in a Down Economy,” stimulated a lot of questions & discussions. Managers learned the importance of transparency, even when times are tough.
People do what people see. If you want your people to develop the qualities of team players, you need to demonstrate them. http://www.judiclements.com/index.php?option=com_content&task=view&id=133&Itemid=71